Prepared For Prepared By: Southeast Missouri State University · Executive Summary In recent years,...

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Prepared For

Prepared By: Southeast Missouri State University

Gerald McDougall, Ph.D. – Harrison College of Business, Dean

Foster Roberts, Ph.D. – Assistant Professor of Entrepreneurship

David Yaskewich, Ph.D. – Assistant Professor of Economics

John Gruidl, Ph.D. – Senior Research Analyst

Crystal Jones, MBA, Director, Institute for Regional Innovation and Entrepreneurship

Jakob Pallesen, MBA, Project Coordinator

Kelli Behrle, Project Coordinator

With Assistance From

Gabrielle Penca, Project Coordinator

Sierra Heil, Student Worker

Thanks to Staff Members of Boonslick Regional Planning Commission:

Chad Eggen, Executive Director

Chuck Eichmeyer, Project Coordinator

Krishna Kunapareddy, Senior Planner

Mark Cunningham, Planner

JoAnn Toerper, Business Outreach Coordinator

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Table of Contents Executive Summary……………………………………………………………………….. 4 Boonslick Regional Map……………………………………………………………………6 Part I. Introduction & Overview………………………………………………………………….. 7 Part II. Economic Profile of the Boonslick Region………………………………………………11 Part III. Examining The Five Drivers of Entrepreneurship…………………………………..…26 A. Developing a Pipeline of Educated and Skilled Entrepreneurs………………..29 B. Cultivating Technology Exchange and Innovation……………………...……... 35 C. Improving Access to Capital……………………………………………………… 45 D. Promoting Awareness and Building Networks………………........................ 51 E. Optimizing the Regulatory Environment………………………………………... 57 Part IV. Summary & Recommendations………………………………………………………….65 Part V. Appendices Appendix I - Methodology……………………………………………………………….. 77 Appendix II - Survey Template & Feedback……………………………..................... 82 Appendix III - National Establishment Time Series……………………......................88 Appendix IV - Industry Clusters…………………………………………………………. 97 Appendix V - Occupation Clusters……………………………………….....................110 Appendix VI - Innovation Index………………………………………………………….131 Sources……………………………………………………………………………………134

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This publication was prepared by the Institute for Regional Innovation and Entrepreneurship at

Southeast Missouri State University. The statements, findings, conclusions, and recommendations are those of the author(s) and do not necessarily reflect the views of the

Economic Development Administration.

Southeast Missouri State University Institute for Regional Innovation and Entrepreneurship

920 Broadway Cape Girardeau, MO 63701

(573) 651-2929

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Executive Summary In recent years, a new strategy of economic development has become more and more important: encouraging the start-up of local companies. This strategy of “growing your own” businesses has proven to be an effective approach for many communities and can be used as a complement to the strategy of business recruitment. The Institute for Regional Innovation and Entrepreneurship at Southeast Missouri State University with the support of the Economic Development Administration, a unit of the United States Department of Commerce, has undertaken a program to facilitate economic development through entrepreneurship. The Institute is conducting a series of regional entrepreneurship assessments to help rural communities identify specific actions they can take to improve their entrepreneurial ecosystems. The main goal of this regional entrepreneurship assessment and strategy report is to identify and analyze key factors related to fostering a strong entrepreneurial ecosystem in the Boonslick Regional Planning Commission region. The term “entrepreneurial ecosystem” describes an environment that has a mix of technical support, capital, networks, training, and regulatory requirements which support emerging entrepreneurs. The research is developed around The Delta Regional Authority’s Small Business Entrepreneurship Policy Framework (Stapleton 2012). According to this framework, entrepreneurial ecosystems are driven by five factors:

1) Developing a Pipeline of Educated and Skilled Entrepreneurs 2) Cultivating Technology Exchange and Innovation 3) Improving Access to Capital 4) Promoting Awareness and Building Networks 5) Optimizing the Regulatory Environment

As the assessment shows, the Boonslick region has a number of characteristics favorable to the startup and expansion of businesses. Most notably,

• The region is located adjacent to the St. Louis metropolitan area providing economic advantages such as employment opportunities and linkages with St. Louis companies and organizations.

• The region has quick interstate access and is proximate to two major riverways, the Missouri and Mississippi

• Population in the region has expanded by nearly one-third from 2000 – 2015 indicating that this region is viewed as a desirable place to live since it combines a small town lifestyle with access to urban amenities.

• Income levels in the Boonslick region, on average, meet or exceed those in the state of Missouri as a whole so residents have discretionary funds.

• Robust growth among small firms of 2 to 9 employees • Commuting is a critical source of income for the region • The region retains a strong manufacturing sector, led by automotive, metal-working, and

plastic related enterprises.

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The entrepreneurial ecosystem of the region has several important assets that can power further growth, such as a strong core of entrepreneurial talent, especially experienced entrepreneurs who are willing to mentor younger, prospective entrepreneurs. Also, a network of locally-owned banks that are supportive of entrepreneurs and willing to lend to start-up enterprises. Key outcomes from the assessment shows the region needs to invest in a number of areas: • Develop new opportunities for entrepreneurial training and education • Continue research and implementation of a business incubator • Increase opportunities for tech-focused training and education • Continue investing in improvements to broadband access • Create regional investor groups • Develop strong entrepreneurial networks including mentoring • Continuously evaluate the health and stability of the entrepreneurial ecosystem While the Boonslick region shows promise on several fronts, it is important to understand that both private and public entities must help support continued economic and entrepreneurial development efforts. Without the combined effort and ownership from all stakeholders, public and private, attempts at improving the entrepreneurial ecosystem will likely prove difficult and ineffective. Effective entrepreneurship development efforts are more likely to succeed when they are focused on the entrepreneurs, leverage existing assets, led by few but impacting many, driven by collaboration, and inclusive of all stakeholders.

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Boonslick Regional Map

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Part I. Introduction & Overview Economic development is a critical issue in Missouri. Many communities are seeking to improve their local economy by adding new jobs and increasing income. In the past, recruiting branch manufacturing plants or warehousing facilities from outside the community was the major economic development approach. The factories or warehouses brought jobs and good wages to residents. However, with changes in the global economy, recruitment alone is not sufficient to address the economic needs of most communities. One promising approach to economic development is improving the support system, or ecosystem, for entrepreneurs. If the ecosystem is improved, then more businesses will start and those startups will be more successful. Analyzing the entrepreneurial ecosystem is important for several reasons. For one, it has now become evident that young, small growth-firms are responsible for the vast majority of new jobs in the country (Haltiwanger et al., 2013). Additionally, it is clear that the old economic development method of focusing solely on recruiting large firms is less likely to be effective in today’s economic environment. This is particularly true for rural economies (Macke et al., 2014).

ü The first objective of this report is to provide a better understanding of the entrepreneurial ecosystem in the Boonslick region. This is achieved through a process of extensive information-gathering both from secondary data sources such as the U.S. Census Bureau and from knowledgeable people within the region, such as entrepreneurs, bankers, and economic development professionals who have direct experience with the ecosystem.

ü The second objective is to develop actionable recommendations based on the findings from the first objective. These recommendations will help guide the region’s efforts towards fostering long-term economic and entrepreneurial development initiatives.

The research conducted for this report is focused on the geographical region of Boonslick Regional Planning Commission. The region is comprised of three counties: Lincoln, Montgomery, and Warren. These three counties are collectively referred to as the “Boonslick Region”, noting Lincoln and Warren counties are located in the St. Louis metropolitan statistical area. The report has five parts.

Part I. Introduction and Overview. This section provides an overview of the report, including a description of methodology and a presentation of the five drivers of entrepreneurship which is the organizing basis for the report.

Part II. Economic Profile of the Boonslick Region. The profile provides a broad outline of the current economic and entrepreneurial climate in the Bookslick region. The profile also suggests opportunities that might be available for emerging entrepreneurs.

Part III. Examining the Five Drivers of Entrepreneurship in the Boonslick Region. In this crucial section, each driver is analyzed for its strengths and weaknesses in the region. The analysis is based on both secondary data and direct interviews and focus groups with regional stakeholders, such as entrepreneurs, economic developers, and municipal leaders. For example, the analysis of the driver “Developing a Pipeline of Educated and Skilled Entrepreneurs” considers the need

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and availability of training programs to help entrepreneurs learn new skills so that they can be more competitive.

Part IV. Summary and Recommendations. The fourth section summarizes findings from the analysis and makes recommendations for improving the entrepreneurial ecosystem of the Boonslick Region.

Part V. Appendices. The final section provides detailed data, sources, and cluster explanations for those who want to explore the data in more depth.

Methodology The method used in this analysis gathers information from a number of sources both quantitative and qualitative. Each source provides another perspective on the strengths and challenges of the Boonslick region’s entrepreneurial ecosystem. The secondary data sources are objective and provided by federal and private data systems, including:

• The National Establishment Time Series (NETS) • Industry cluster analysis • Occupational workforce analysis • U.S. Census Bureau

For detailed explanations of each data tool, see Appendix 1. Data trends are compared to a Missouri average and a “rural Missouri” average to provide a comparative view of the region’s position (see Appendix IV for details on the definition of “rural Missouri”). However, stakeholders in the region, including most importantly entrepreneurs, have significant knowledge and direct experience with the ecosystem. So the analysis uses several tools to gather their perceptions of the strengths and challenges of the ecosystem, including:

• Focus group consisting of staff from the regional planning council, city and county public officials, entrepreneurs, and economic developers

• Online survey of stakeholders in the region gathering their impressions of economic and entrepreneurial development. The results of the survey are reported at the end of Part 1: Economic Profile of the Boonslick Region.

• Intensive interviews of entrepreneurs to learn their stories of growing a business in the region, the challenges that they face, and their suggestions for improving the entrepreneurial ecosystem.

The reflections on each driver are based on the information obtained from these sources. Every effort was made to ensure an accurate interpretation of the information gathered. However, a scientific sampling approach was not used and therefore there is no guarantee that the comments received from stakeholders are representative of all stakeholders within the region. Furthermore, it is possible that some comments from stakeholders were misconstrued. However, the interviewers relied on repeated confirmation of a comment or suggestion by multiple parties to ensure that the idea was widely held among stakeholders.

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Policy Framework The Small Business and Entrepreneurship Policy Framework (Stapleton, 2012) is a strategic development tool created by the Delta Regional Authority as a roadmap for creating and fostering entrepreneurial ecosystems in local communities. The five key drivers of the framework are: (1) Developing a Pipeline of Educated and Skilled Entrepreneurs; (2) Cultivating Technology Exchange and Innovation; (3) Improving Access to Capital; (4) Promoting Awareness and Building Networks; and (5) Optimizing the Regulatory Environment. Using the framework as a strategic roadmap helps keep the focus on relevant issues facing today’s entrepreneurial ecosystems. The long-term goals are to help spur job growth through entrepreneurial activity, foster an innovative business environment, and create long-term regional competitive strengths. Each component of the framework provides insight into what is currently happening in the Boonslick region as well as ideas for new initiatives that could help foster the entrepreneurial ecosystem. For the framework to have its intended impact it is important to understand that it must interact with broader economic development policies. Furthermore, for the recommendations to be successfully implemented, a diverse group of stakeholders must work toward common goals and mutually beneficial relationships must be established. Stakeholders include entrepreneurs and innovators, existing businesses (both large and small), elected officials and policy makers (local, state, and federal), educational institutions, social networks, and community advocates. You can find a detailed explanation of each driver at the conclusion of part two.

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Part II. Economic Profile of the Region Location Overview Close to the St. Louis Metro Area The Boonslick region consists of three counties in the eastern part of Missouri. Warren and Lincoln Counties are adjacent to the St. Louis metropolitan area. This provides many economic opportunities since St. Louis is an international center for plant sciences, strong in health, education, financial, and business services, and still retains a small, but vibrant manufacturing sector. The proximity to St. Louis means that the Boonslick region can also attract new residents with jobs in the metro area but who prefer to live in a small town with lower housing costs. The proximity also provides opportunities for Boonslick businesses to link up with companies and organizations in St. Louis as suppliers, customers, etc. On the western edge of the Boonslick region, Montgomery County is within an hour of Columbia. Lastly, Kansas City is approximately two hours to the west of the region.

Interstate and River Access The region has quick access to many major interstates as it is centered on interstate 70 and lies immediately west of the St. Louis metropolitan area. Highway 61 is a major route providing north-

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south connections. The Mississippi River is located to the northeast and the Missouri River lies south. These two riverways are attractive for shipment of commodities and natural resources as well as certain manufactured goods. The region also has two class one rail systems, Nortfolk Southern and BNFS railway.This combination of road, river and rail transportation access for many towns in the region is a strategic advantage for business development. Small Town Quality of Life The Boonslick region has an important advantage for residents. They have the opportunity to live close to a large metropolitan area that provides many cultural and economic amenities. Yet residents can also enjoy the charm, safety, friendliness, and lower living cost of being in a small town. This is an appealing living situation for many, especially for baby boomers as they approach retirement.

Demographic Dynamics The Boonslick region’s demographic profile is an important element in the regional entrepreneurship assessment. Developing and implementing new strategic initiatives cannot be done without consideration of the people living in the region. Understanding population trends, age dynamics, economic factors, and educational attainment differences between counties will help ensure that recommendations are relevant on both regional and local levels.

Figure 1.1 shows that in 2015 there were approximately 99,774 residents living in the Boonslick region. The top three largest cities in the region are Warrenton, Montgomery City and Troy. Population trends, as shown in Table 1.1, are important to consider as well because they indicate the foundation of a region’s economic well-being. A growing population shows increased human resources and indicates that residents consider the region is a good place in which to live.

Lincoln County has the largest population in the region with approximately 54,220 residents. The county has experienced an increase in the population since 2000. The Region’s largest city, Troy, is located in Lincoln county and has over 11,000 residents.

Source: Business Analyst Online, ESRI, 2015

54,220

12,123

33,431

0

15,000

30,000

45,000

60,000Figure 1.1 - Boonslick Regional Population (2015 estimate)

Lincoln Montgomery Warren

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Montgomery County has steadily maintained its population rate since 2000 with a small loss of 0.1%. The county houses over 20% of residents 65 and older, which is significantly higher than other regions in the area. Montgomery County hosts the third largest city in the region, Montgomery City. Warren County population is over 33,000 residents. Since 2000 the county has grown by more than 8,000 residents. Warrenton is the second largest city in the region with over 7,800 residents.

Increasing Population From 2000 to 2015 the Boonslick region grew by 32%. This is a significant growth when compared to both Missouri and rural Missouri population trends. Population trends in the individual counties varied: Lincoln and Warren counties grew, but Montgomery essentially remained the same population size. Residents Moving Into The Region Table 1.1 also contains a column labeled “Average Annual Net Internal Migration Rate”. The internal migration rate measures the change in people moving in and out of the region (changes in the population from births and deaths are excluded from this data). A positive value means that more people moved to the region from other regions in the U.S. than those who moved out of the region. The data is based on the average annual net internal migration per 10,000 residents between 2000 and 2012. The average annual net internal migration rate for the Boonslick region is 138.8, meaning that the number of people moving into the region each year is nearly 1.4% (or 138/10,000) of the current population. This is very favorable and implies that people find this to be an attractive region in which to live. Likely, many people find the small-town lifestyle and lower cost of houses to be appealing. The rate is positive for two of the counties, while Montgomery County’s rate is negative. This slight decrease represents an opportunity for Montgomery County to evaluate job opportunities, housing, and other amenities and consider how to attract people to relocate in the county.

Table 1.1 – Boonslick RPC – Population Trends (2000 Census and 2015 BAO ESRI estimate)

Source: U.S. Census Bureau, 2000, Business Analyst Online, ESRI, 2015, and statsamerica, 2000-2012 2000 2015 Change Percent

Change Average Annual Net

Internal Migration Rate (per 10,000

residents) Boonslick RPC 75,605 99,774 24,169 32.0% 138.8 Lincoln County 38,944 54,220 15,276 39.2% 182.3 Montgomery County 12,136 12,123 -13 -0.1% -35.7 Warren County 24,525 33,431 8,906 36.3% 138.9 Rural Missouri 1,478,083 1,585,059 106,976 7.2% 2.5 Missouri 5,595,211 6,092,320 497,109 8.9% 1.8

In addition to the total population, it is also relevant to look at age dynamics. Table 1.2 shows that the region has a fairly balanced population. It is generally helpful to have a relatively large share of young adults combined with a good portion of experienced adults. Having a high share of 15 to 24 year olds can be a good source of long-term human capital, while a high share of 25 to 34

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year olds indicates access to current human capital, and a strong share of residents 34 years or older can be an important contributor of experience and knowledge. Boonslick has a higher share (12.5%) of population in the 35-44 bracket than the state average. A balanced population with respect to age groups is important when discussing human resources available in the region.

Table 1.2 – Boonslick RPC – Population Age Dynamics (2015) Source: Business Analyst Online, ESRI, 2015

0 to 14 15 to 24

25 to 34

35 to 44

45 to 54

55 to 64

65+

Boonslick RPC 21.6% 12.3% 12.8% 12.5% 14.5% 13.8% 14.7% Rural Missouri 19.1% 13.8% 11.4% 11.6% 14.5% 12.8% 16.9% Missouri 19.0% 13.5% 13.2% 12.1% 13.4% 13.2% 15.6%

Income and Education Profile Economic dynamics are important because they often affect the opportunities found in the entrepreneurial ecosystem. For example, in an area where residents have high income levels, it is more likely that they also have higher levels of disposable income and entrepreneurs can succeed by offering goods or services. In addition, when residents have high income levels there might be more opportunities to find private investors. Income and Poverty The data in Figure 1.2 shows that median household income and per capita income in the region are higher than both Missouri and rural Missouri levels. The higher income levels could be partly a result of a large number of commuters working in the metro area of St. Louis. This is another positive indicator regarding the economy of the Boonslick region. Beyond income and population dynamics, it is also important to consider poverty rates, shown in Table 1.3. A region’s poverty rate is expected to have a negative relationship with its level of entrepreneurial activity and innovation. The causality in this relationship is likely circular. A higher poverty rate can be the cause of less innovation if low income levels discourage the development of new firms and the expansion of existing ones while encouraging would-be entrepreneurs to move out of the area. At the same time, weak levels of innovative activity can cause less job growth and contribute to a higher poverty rate. The average regional poverty rate is at 13.1% which is low when compared to both Missouri and Rural Missouri rates.

$52,185.00

$23,240.00

$37,878.00

$19,672.00

$47,398.00

$25,852.00

$0

$15,000

$30,000

$45,000

$60,000

Median Household Income

Per Capita Income

Boonslick RPC Rural Missouri Missouri

Figure 1.2 Boonslick - Economic Perspective

Table 1.3 - Boonslick RPC -

Economic Perspective Poverty Rate

(3-year average 2010-2012)

Boonslick RPC

13.1%

Rural Missouri 19.4% Missouri 15.8%

Source: Business Analyst Online, ESRI and statsamerica.org 2015

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Education The educational attainment data in Table 1.4 indicates a relatively modest level of education in the region. The share of adults with some college or an associate degree is on par with rural Missouri, but the region lags in the number of bachelor’s degrees or higher. The importance of educational attainment will be discussed in more detail in the “Developing a Pipeline of Educated and Skilled Entrepreneurs” section.

Table 1.4 – Boonslick RPC – Educational Attainment, percentage of persons age 25+ (2015)

Source: ESRI High school or

GED Some college or associate

degree

Bachelor’s degree

Master’s or professional

degree Boonslick RPC 39.6% 31.3% 10.2% 5.2% Lincoln County 41.1% 30.9% 10.2% 4.8% Montgomery County 42.8% 27.0% 8.7% 4.1% Warren County 36.1% 33.2% 10.8% 6.1% Rural Missouri 40.2% 28.4% 10.3% 5.8% Missouri 31.5% 30.4% 17.1% 10.2%

Employment Dynamics Unemployment Another aspect of the economic landscape is the region’s unemployment rate. The unemployment rate indicates the strength of the labor market. The data in Table 1.5 show that the Boonslick regional average unemployment rate between January and March of 2016 was 5.5%. This is somewhat higher than the Missouri average of 4.8% However, the unemployment rate over time in each of the Boonslick counties has fallen from 2013 to 2015, in line with the statewide economic trends. The Warren County rate is the lowest, while the Lincoln and Montgomery County unemployment rates seem to be approximately one-half point higher. Having a low unemployment rate gives prospective entrepreneurs an opportunity to leave the labor market to test out a business idea, knowing there are plenty of opportunities to re-enter the labor market should their idea fail.

Table 1.5 – Boonslick RPC – Unemployment Rate Source: statsamerica.org 2010-2012, Bureau of Labor Statistics

Unemp. Rate 2013

Unemp. Rate 2014

Unemp. Rate 2015

Ave. unemp. Rate, Jan.-March 2016

Boonslick 7.6% 6.5% 5.4% 5.5%

Lincoln County 8.0% 6.6% 5.4% 5.7% Montgomery County

7.9% 6.5% 5.6% 5.6%

Warren County 7.2% 6.5% 5.1% 5.1% Missouri 6.1% 5.7% 5.1% 4.8%

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Job trends (Table 1.6) show that total employment in the region grew between 2002 and 2013. With the large increase in the population it is not surprising that the region had created a large number of additional jobs. All of the job growth came from small and medium sized establishments with fewer than 500 employees. Larger establishments with more than 500 employees lost a very substantial number of jobs over this time period.

Small Firms Lead Growth While overall job numbers increased in the Boonslick region from 2002 to 2013, it is important to consider where the jobs are coming from. Table 1.6 shows job growth by size of firm. All of the job growth came from small and medium sized establishments with fewer than 500 employees. Larger establishments with more than 500 employees lost a very substantial number of jobs over this time period. Notice the generous growth trend in employment size 2-9 companies from 2003 – 2008 in Tables 1.7 through 1.9

Table 1.6 – Boonslick Region – Job Trends Source: youreconomy.org, National Establishment Time Series 2002-2013

Establishment Size 2002 2013 2002-2013 Change Total 28,433 32,594 4,161 Self-employed 1,430 1,962 532 2 to 9 7,357 10,895 3,538 10 to 99 11,796 13,311 1,515 100 to 499 4,260 5,096 836 500+ 3,590 1,330 -2,260

Table 1.7 – Boonslick RPC – Lincoln County Job Trends Source: youreconomy.org, National Establishment Time Series 2002-2013

Establishment Size 2002 2013 2002-2013 Change Total 12,621 16,884 4,263 Self-employed 645 972 327 2 to 9 3,511 5,679 2,168 10 to 99 5,480 6,628 1,148 100 to 499 1,535 2,855 1,320 500+ 1,450 750 -700

Table 1.8 – Boonslick RPC – Montgomery County Job Trends Source: youreconomy.org, National Establishment Time Series 2002-2013

Establishment Size 2002 2013 2002-2013 Change Total 5,497 5,604 107 Self-employed 327 445 118 2 to 9 1,556 1,856 300 10 to 99 2,789 2,428 -361 100 to 499 825 875 50 500+ 0 0 0

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Key takeaways from the region’s employment trends include:

• Entrepreneurs play a vital role in economic development and job creation. Most firms start as self-employment and then add employees as they succeed. This role is most effective when market conditions are favorable for business creation and growth.

• The data indicates that firms from 2 to 99 are the key to the economy accounting for three-quarters of jobs. This is strong evidence that small-and medium-sized businesses are absolutely vital to the region’s economic growth and health.

• Economic development investments should include meaningful support for these entrepreneurs and establishments. This also indicates that the traditional approach to job creation, large business attraction, is less effective and more attention should be placed on strategies that focus on helping new, small businesses start and existing businesses grow.

Commuting Patterns It is helpful to consider the inflow and outflow of workers based on where they live and work. It is not uncommon for people to live in one county or region and work in another (i.e. commuters). Analyzing the dynamics for how people behave in terms of residence and place of work can help identify if a region is attractive to live in, work in, or both. The data in Figure 1.4 breaks down the dynamics of where people live and work into three categories. The first is the number of people who work in the region, but live in a region located outside of the Boonslick region. The second is the number of individuals who live in the region, but are employed outside of the region. The third is the number of people who live and work in the same region. • The findings in Figure 1.4 show that more than twice as many people (28,587) commute (outside

their home region) than work in the region in which they reside (12,369). In other words, commuting is critical to the region. Commuters pull in money from outside the region and thus provide vital economic stimulus. • The region is, to a large extent, a bedroom community for the St. Louis metropolitan area. This

is not a bad thing as the region can still thrive if it provides a high quality of life, such as excellent schools, health care, and recreational opportunities, so that people find it an attractive place to live. Apparently, this is generally true of the Boonslick region based on in-migration. • However, the region is not entirely dependent on the St. Louis metropolitan area for jobs. As

later sections of this report make clear, there are many good jobs within the region, especially in certain industries.

Table 1.9 – Boonslick RPC – Warren County Job Trends Source: youreconomy.org, National Establishment Time Series 2002-2013

Establishment Size 2002 2013 2002-2013 Change Total 10,315 10,357 42 Self-employed 458 706 248 2 to 9 2,290 3,421 1,131 10 to 99 3,527 4,221 694 100 to 499 1,900 1,429 -471 500+ 2,140 580 -1,560

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Industry Cluster Dynamics Industry clusters are groups of similar and related firms in a defined geographic area that share common markets, technologies, worker skill needs, and which are often linked by buyer-seller relationships. For example in Silicon Valley, California there are many successful computer technology related companies.Due to that established cluster entrepreneurs began to locate their startups there. The highest caliber engineering, support staff like lawyers and banks, early stage and late stage investors are now easily found in Silicon Valley. Having such a cluster provides companies with a competitive advantage compared to companies located outside the region. The Harvard Business School under the leadership of Michael Porter has designed a way to measure the concentration of companies in particular sectors. The Harvard approach breaks industries into 71 unique categories. Industry cluster performance is ranked by using five key performance metrics and “weighting” each according to importance:

1) Earnings, considered “important”, identify how important is it that industries have high earnings per worker

2) Growth, considered “very important”, identify how important is it that industries have high overall job growth

3) Regional Competitiveness, considered “very important”, identify how important is it that regional job growth exceeds the national average job growth for an industry

4) Regional Specialization considered “very important”, identify how important is it that regional job concentration is higher than the national average job for an industry

5) GRP, considered “not important”, identify how important is it that industries make a high contribution to overall gross regional product

The data in Table 2.0 provides an overview of high employment industries rated by score. The score compares performance of the clusters to each other. Clusters ranked higher than 31 are above average for the region, while clusters ranked lower than 31 are below average. Top clusters must have a score of at least 37.

Figure 1.4 - Employment/Residence Dynamics

Source: U.S. Census Bureau

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The identified clusters indicate the presence of a strong manufacturing sector within the Boonslick region. The leading cluster is the Automotive cluster, companies that provide auto parts to manufacturers such as Toyota and General Motors. Another related cluster that does not make the top five, is the metal-working cluster which produces parts for many purposes, including aerospace, automobile, defense, agricultural machinery, and even medical devices. The metal-working companies have close business relationships, sometimes partnering on a proposal and sometimes buying and selling from each other. From our conversations with these companies, there is a high degree of respect and cooperation although they remain competive on certain projects. Their relationships ensure continual learning and innovation. The Plastics cluster and food processing cluster are also very important to the economy of the Boonslick region.

Table 2.0 – Boonslick RPC – Top 5 Regional Industry Clusters (2015) Source: EMSI

Industry Score Jobs Automotive Cluster 73 1,098 Plastics Cluster 55 251 Local Education and Training Cluster 54 2,548 Lighting and Electrical Equipment Cluster 44 88 Food Processing and Manufacturing Cluster 42 429

These clusters represent the most likely candidates for strong regional economic impact and long-term competitive strengths. This is important because it helps identify areas where the region should invest in promoting and developing the entrepreneurial business environment. A full overview of all industry cluster data is provided in appendix IV. Occupation Dynamics Another way to examine jobs in the region is to look at the particular occupations that are growing most rapidly. This is provided by occupational workforce data that is based on job titles and job duties. Occupational data also suggests which skills and knowledge are available in the region, which is important from a workforce development perspective. Table 2.1 presents the fastest growing occupations in the Boonslick region from 2002 – 2015. Interestingly, the table suggests that the housing boom in the region has led to many housing-related jobs, such as real estate sales agents, construction laborers, and property, real estate, and community association mangers. The increasing number of “other managers” might also be taken as a positive indicator that more professional jobs have been created in the region. A detailed overview of all occupation data and definitions for all regional counties is provided in appendix V.

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Table 2.1 – Boonslick RPC – Top 5 Regional Growth Occupational Trends Source: EMSI

Occupation 2002 2015 2002-2015 Change Real Estate Sales Agents 499 791 292 Managers, All Other 211 415 204 Construction Laborers 496 676 180 Property, Real Estate, and Community Association Managers

161 296 135

Combined Food Preparation and Serving Workers, Including Fast Food

558 691 133

Table 2.2 – Lincoln County Top 5 Regional Growth Occupational Trends

Source: EMSI Occupation 2002 2015 2002-2015 Change Real Estate Sales Agents 260 434 174 Managers, All Other 107 234 127 Construction Laborers 114 87 -27 Property, Real Estate, and Community Association Managers

82 157 75


302 347 45

Table 2.3 – Montgomery County – Top 5 Regional Growth Occupational Trends


23 40 17


55 65 10

Table 2.4 – Warren County – Top 5 Regional Growth Occupational Trends


56 94 38


205 279 74

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Stakeholder Perspectives Up to this point in Part 1. Economic Profile of the Boonslick Region, a data-intensive investigation of the regional economy has been conducted. Although this provides useful, objective information, it is also important to consider the perspective of stakeholders in the region, including public officials, economic developers, business owners, community leaders, and entrepreneurs. Stakeholders have valuable knowledge of the economy that needs to be incorporated into the analysis. Although some elements of the regional economy can be expressed quantitatively (such as the increase in population), other elements, although not easily put into numbers, are very important for the economic growth of the region. Examples of the latter include the attitude of residents toward entrepreneurs and the support available to entrepreneurs starting a business. This qualitative information in this section complements and helps to understand the data-based analysis. In order to gather information from stakeholders, an online survey was administered to selected regional leaders with knowledge of the economy. An effort made to obtain a geographical distribution throughout the region. The questions asked stakeholders to rate the region’s performance in terms of educational institutions, businesses, and local government. Suggestions for improving the economy and entrepreneurial climate were also sought from stakeholders. The questionnaire, a complete list of responses, and other information about the survey is available in Appendix II.

Table 2.5 – Boonslick RPC – Ratings of the Performance Source: 2016 Regional Survey

Statement Average Rating by Stakeholders

The region’s overall quality of life. 2.85 The availability of top managers in the region. 2.15 The availability of information technology professionals in the region. 2.25 The overall quality of the region’s community and technical colleges. 2.48 The availability of regional college and university internship programs. 2.00 The quality of technical assistance offered by regional colleges and universities to businesses.

2.04

The quality of collaboration between businesses and regional college/universities.

2.04

State and local governmental regulations that support small businesses. 1.96 The effectiveness of regional programs to help start-up businesses. 1.76 The effectiveness of regional programs to train entrepreneurs 1.76 The availability of risk capital from angel investors in the region. 1.71 The availability of capital from banks in the region. 2.48

Quality of Life Table 2.5 provides the average ratings that stakeholders gave to the performance of the region on selected key characteristics. Stakeholders scored each item on a scale of 1 (poor), 2 (fair), 3 (good), or 4 (excellent). The rating for overall Quality of Life is 2.85 (in other words, it approaches 3, a rating of Good). This indicates stakeholders believe that the region offers a high quality-of-life to residents. There were a couple weaknesses suggested by stakeholders that pertain to the Availability of Managers and IT Professionals (average scores of 2.15 and 2.25 respectively).

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This suggests a shortage in the region of these important professionals, although it may be that some professionals that commute to St. Louis for work are not being considered. A major topic that emerged from the open comments on the survey is concern about the workforce. Several stakeholders consider workforce to be the biggest economic development issue in the region. These stakeholders point toward work ethic and the lack of career preparation for young people who do not attend college. In addition, respondents expressed a need for more business internships to prepare the workforce at a younger age:

Educational Institutions Stakeholders generally agreed that educational institutions, especially community and technical colleges, are very important for the region’s economy. The overall rating for community and technical colleges was satisfactory. However, there is clearly a sentiment that the educational institutions are not sufficiently involved with local businesses through internships and technical assistance. In fact, Collaboration between Businesses and Colleges/Universities was rated a low 2.04. This also relate to concerns about workforce as discussed above. All responses to this survey question have been provided in Appendix II. Role of Government The stakeholders overall are skeptical about local government and its effectiveness in economic development. There is concern about regulations that are perceived as ineffective. One stakeholder commented, “The political elected officials, county and city, are not engaged in real business development and in the case of cities, they are truly anti-business.” While this statement may not be accurate or undoubtedly does not reflect the intentions of public officials, it is an opinion held by some stakeholders. Assistance to Entrepreneurs The ratings given to programs to assist start-up companies (1.76) and to train entrepreneurs (1.76) are very low. There may be a real opportunity to introduce effective programs to assist entrepreneurs in the region through training and business counseling. The stakeholders are not aware of programs to provide risk capital to entrepreneurs, but they do consider local banks to be effective in lending to small businesses.

Table 2.6 Boonslick RPC – Stakeholder Business Cultural Attitutdes Source: 2016 Regional Survey

Statement Avg. Rating

“People from different industry and economic sectors frequently interact in the region.”

2.57

“The region celebrates the growth of companies, not just the absolute size of companies.”

2.68

“Business leaders proactively share information and resources when possible” 2.55 “Successful business people in the region actively invest in economic development projects and start-up ventures.”

2.73

(1=very false, 2=mostly false, 3=mostly true, and 4=very true)

“Business internships and partnerships with the high school students/current college level students. I have heard several times now that there are a lot of jobs in the area that don’t

require college graduates, we need to let our young people know about this line of employment, and then work with the schools to make sure that students have the necessary

skill set to acquire tese job and be successful.” -2016 Regional Survey Quote

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Attitudes Toward Business Finally, Table 2.6 provides information on the cultural attitudes of the Boonslick region toward business. The responses suggest a generally positive view of the business sector. The consensus is that business leaders interact frequently, share information and resources, and actively invest in new projects and start-up ventures. Residents of the region also recognize and celebrate the growth and success of businesses. This is a positive climate for entrepreneurs.

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Its location near St. Louis and its access to interstate highways and major river corridors brings advantages for businesses and residents in the Boonslick region.

The Boonslick region offers a small-town quality of life that is attractive to many residents.

Population increased by 32% from 2000 to 2015 in the Boonslick region due to heavy in-migration.

Median household income in the region is higher than Missouri or rural Missouri while the poverty rate is lower than Missouri or rural Missouri.

Unemployment is slightly higher than Missouri overall, but has been declining the past three years in a pattern consistent with the state overall.

Jobs have increased in the Boonslick region substantially led by the growth of small firms, particularly those with two to nine employees. Employment by large firms (over 500 employees) has declined dramatically.

Commuting is a major component of income for the region with many residents working in the St. Louis metro area (east and south side of region) or Columbia (west side of region).

There are clusters of important industries in the region, led by the automotive cluster, metal-working, plastics, and food processing. Jobs have been growing in occupations related to the housing industry i(for example, real estate agents, construction workers) as families have moved into the area and purchased houses.

A survey of stakeholders (community leaders, public officials, business owners, economic developers, entrepreneurs) indicates that they recognize the high-quality of life within the region.

A major concern of stakeholders is the workforce, especially the readiness of non-college young people to learn and apply technical or vocational skills.

Other stakeholder concerns are the support of local government for business development and the need for educational institutions and businesses to develop closer partnerships.

The stakeholders identify a need for more support and training of entrepreneurs.

Stakeholders perceive the business community as cooperative, well-connected, and willing to invest in new economic projects.

Summary - Economic Profile of the Boonslick Region

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The Five Drivers of Entrepreneurship

Source: Transforming Community Economies, Delta Regional Authority, Dr. James Stapleton (2012)

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Part III. Examining the Five Drivers of Entrepreneurship

In this part of the report, each of the five drivers of entrepreneurship, as presented in Part 1, Introduction and Overview, is examined for its current status in the Boonslick region. Our interest is in determining the assets that the region has that can be capitalized on for further entrepreneurial success. Furthermore, the gaps in the entrepreneurial support system are also important to identify since they may lead to specific actions that the region can take to improve its entrepreneurial ecosystem.

A high level of focus on providing education and training for potential and existing entrepreneurs has been a proven way to advance the entrepreneurial ecosystem. The educational component should exist on all levels of formal and informal education, from the elementary school classroom, to college majors and minors, to publicly available support programs, to local networking groups. Providing resources for individuals to learn and apply the knowledge and skills necessary to succeed as an entrepreneur is a key component of creating an entrepreneurial ecosystem that can create new jobs, attract new industries, and spur economic growth.

To help foster an innovative economy a region must understand and invest in technological advances and opportunities. This can happen through collaboration among educational institutions, companies, public policy makers, and entrepreneurs. This exchange of new knowledge and ideas is a key factor in creating the optimal circumstances for economic growth among small and medium sized establishments. The entrepreneurial ecosystem benefits in many ways from a high level of technology exchange and innovation, among which is the ability to attract and grow new competitive industries that will meet future market demands.

A region’s ability to provide the needed funding for new ventures, as well as growing companies, is essential to a healthy entrepreneurial ecosystem. Access to traditional bank financing is just one way to help entrepreneurs develop and grow. Attracting investors, whether they are angel investors, venture capitalists, or larger companies looking for new ideas, is also an important factor in ensuring the right type of funding can be accessed by entrepreneurs. Additionally, rural regions can benefit greatly from establishing gap financing tools such as revolving loan funds, intermediary lending programs, micro-loans, etc.

Developing a Pipeline of Educated and Skilled Entrepreneurs

Cultivating Technology Exchange and Innovation

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Promoting an entrepreneurial culture where entrepreneurs are valued and the community is willing to support local establishments is another key aspect of a successful entrepreneurial ecosystem. This may be achieved through developing local networking opportunities, creating mentorship programs, informing the public about the social and economic impact of entrepreneurship, and engaging entrepreneurs to address the region’s greatest opportunities.

Helping entrepreneurs navigate and succeed within legal boundaries is the final key driver of a strong entrepreneurial ecosystem. This means that entrepreneurs should have easy access to information and help with understanding regulations and policies that affect their businesses. It also means that public officials should investigate the potential barriers that exist for entrepreneurs to thrive. A dialogue must be cultivated where both entrepreneurs and policy makers can meet and understand each other’s needs and wants. The next section examines the strengths and weaknesses of the Boonslick region with respect to each of these drivers. This examination will help define impactful and actionable recommendations for the improvement of the entrepreneurial ecosystem.

Source: Transforming Community Economies, Dr. James Stapleton (2012)

Promoting Awareness and Building Networks

Optimizing the Regulatory Environment

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Perhaps the most critical determinant of a region’s economic success is the quantity and quality of its entrepreneurs. For the Boonslick region to have a vibrant economy, it must have a supply of entrepreneurs that are able to build a sufficient number of companies to provide employment opportunities and wealth for residents throughout the region. The focus on a “pipeline” of entrepreneurs recognizes that there is a range of entrepreneurial talent in a region. Some entrepreneurs are well-established and successful having started one or more companies. Other prospective or potential entrepreneurs may have an idea and conducted some research, but have not made the commitment to start a firm. Young people in school also may be potential entrepreneurs if they are exposed to successful entrepreneurs and taught the essential skills of starting a business. Ideally a region will be supporting the full range of entrepreneurs by meeting the varying needs of each group. For example, established entrepreneurs may need specialized marketing assistance, while prospective entrepreneurs may need to learn how to properly do the accounting for their enterprise. Therefore, in this section, we will consider the current entrepreneurial talent in the region and also the extent to which entrepreneurs are getting their training and counseling needs met. As Stapleton (p.4) states, “the aim is not only to strengthen the capacity and desire of more individuals to start their own enterprises, but also to develop an entrepreneurial culture in society—more individuals thinking and acting entrepreneurially.” Entrepreneurial Talent in Boonslick Region To learn more about entrepreneurial talent in the region and to gather suggestions from entrepreneurs on how to improve the system, in-depth interviews were conducted with entrepreneurs in the region. For the most part, these were established, successful entrepreneurs who had successfully built thriving and profitable companies. Interviews ranged from several different manufacturing companies in the region, to construction companies, fiber construction, local farmers, bankers, and convenience store operations. Based on interviews with the above entrepreneurs, the survey results presented in detail in Part 2, and the focus group findings, the following assets and challenges were identified for the Boonslick region in this driver. Assets of Developing a Pipeline of Educated and Skilled Entrepreneurs in the Region

• There is a high overall level of entrepreneurial talent in the Boonslick region. The entrepreneurs who were interviewed are very innovative and progressive in their business practices. They reported that they are connected with other entrepreneurs in the region and that they perceive a strong entrepreneurial spirit in the region.

A. Developing a Pipeline of Educated and Skilled Entrepreneurs

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• There are several important resources to train the workforce. Perhaps most importantly, these include technical and community colleges that, although not located in the region, have trained many employees in the region. These include State Technical College of Missouri (formerly Linn State Technical College), Ranken Technical College in St. Louis, St. Charles Community College and Warren County R-III Alpha Academy. Missouri Baptist Regional Learning Center located within the region in Moscow Mills offers several undergraduate programs. In addition, the NEMO Workforce Development Board plays a role in evaluating workforce skills and investing in workforce needs.

Challenges of Developing a Pipeline of Educated and Skilled Entrepreneurs in the Region

• Entrepreneurs and other stakeholders pointed to workforce as the biggest challenge for the region. Entrepreneurs cited on ongoing need for technically skilled workers, such a welders, machinists, electricians, painters, and utility linemen. Several entrepreneurs suggested that a technical college within the region would be a terrific boon to local businesses.

• There is concern among the stakeholders about work ethic in the region. Interviews with

business owners revealed that many prospective employees fail drug screenings. There are many jobs available in the region that do not require a college education, but it seems that high schools and other institutions are not preparing young people for these positions.

• Entrepreneurs and other stakeholders suggested that there be greater partnership between educational institutions (high schools, technical colleges, and four-year colleges) and the local business sector. This might entail increased internship opportunities for students to work in local businesses. The post-high school institutions could also provide more training and technical assistance to businesses and entrepreneurs in the region.

• During the course of the interviews, several entrepreneurs indicated that mentorship from more experienced entrepreneurs was invaluable to them as they started their businesses. They questioned whether young prospective entrepreneurs have access to support and mentorship. Several indicated that they would be willing to mentor and support younger businesspeople.

• Although there are isolated training events held in the region, entrepreneurs and stakeholders reported that there are few opportunities for potential entrepreneurs to learn essential skills. For example, there is not currently a course offered in “How to Start a Business”. Without access to the fundamentals, individuals are likely to postpone any idea of starting a business.

• Business counseling opportunities are also limited. Although there is a Small Business

Development Center in neighboring St. Charles County, that center focuses its outreach efforts on St. Charles County, rather than the Boonslick region.

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• Stakeholders in the focus group identified Youth Entrepreneurship as a priority goal. They recommended that entrepreneurship be incorporated into the school curriculum. This complements the other suggestions as it addresses another source of entrepreneurial talent that is often overlooked, the youth and future leaders of the community.

Secondary Data Analysis In order to better understand the foundation of education and training opportunities in the Boonslick region, two data resources have been analyzed. These resources include educational attainment trends and changes in young adult population.

Educational Attainment While access to educational services goes a long way in supporting an educated workforce, it is also important to look at the actual levels of educational attainment in the population. Some research has suggested that while higher educational attainment levels are unlikely to lead to more entrepreneurs in total, it does tend to improve the success rate and economic impact of the entrepreneurs and lead to more growth entrepreneurs (Markley and Low, 2012). Educational attainment has been analyzed over a time period from 2010 to 2014 for each county (Table 2.3). Using the 2010 to 2014 timeframe helps determine if the existing population in the 25-64 age bracket is improving the educational attainment level in the region by a higher percentage achieving degrees respective to their predecessors in the 65+ bracket. The data in Table 2.3 shows that the overall percentage of adults with some college or an associate degree increased by 3% from 2010 to 2014 in the region. Warren County experienced the largest percentage increase, while the other counties showed less improvement, with Montgomery County close behind in terms of the percentage point increase. The percentage of adults with a bachelor’s degree or higher also increased some. These trends indicate a fair improvement in the available workforce.

Table 2.3 – Boonslick RPC – Adult Population with some College or an Associate Degree

Source: U.S. Census 2010-2014 25-64 with some college

or an associate degree 25-64 with a bachelor’s

degree or higher

2010 2014 2010 2014

Boonslick RPC 29% 32% 14% 16%

Lincoln County 31% 31% 13% 15%

Montgomery County 25% 29% 13% 14%

Warren County 29% 36% 18% 18% Young Adult Population Trends For the Boonslick region to be able to invest in its workforce and entrepreneurs there must be a pool of human resources to educate and train. This pool should preferably include a large share

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of young adults who stay in the region or who relocate to the region from other areas of the country. Data in Table 2.4 examines the annual change in the young adult population between 1997 and 2012. This data defines a “young adult” as a person between the ages 25 and 44. This is often the first age group to move away when a region can no longer offer attractive amenities and opportunities. The Boonslick region was able to maintain a slight increase in young adult population trends. The only decrease in the young adult population size was in Montgomery county. The decline is a bit larger than any of the comparisons to rural Missouri, Missouri, or even the national rate of change. This indicates that the decline is not just the “natural phenomena” of a shrinking younger population in the nation. The challenges related to attracting and retaining young adults is widespread across the nation. In fact, a 2014 study showed that 73% of counties in the U.S. consider “the inability to attract and retain a young workforce” a major challenge (NACo, 2014).

Table 2.4 – Boonslick RPC – Young Adult Population Trends Source: statsamerica.org 1997-2012

Average Annual Percent Change in Young Adult Population, 1997-2012

Boonslick RPC 1%

Lincoln County 1.5%

Montgomery County -1.4%

Warren County 0.9%

Rural Missouri -0.6%

Missouri -0.5%

U.S. 0.2%

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Summary Developing a Pipeline of Educated and Skilled Entrepreneurs

Strengths Challenges

§ Percentage of adults with some college or an associates degree has increased in the last decade

§ The population of young adults is increasing

§ There is significant entrepreneurial talent in the region, especially among experienced and successful entrepreneurs

§ Technical and community colleges, even though located outside the region, offer important training to technical workers

§ Workforce is the overriding issue among stakeholders and entrepreneurs, especially in technical occupations, such as machinists, welders, electricians, etc.

§ Stronger partnerships are needed between educational institutions (high schools, technical colleges, four year colleges) and local businesses

§ There are limited programs available to train small business owners and entrepreneurs

§ Business counseling to prospective and experienced entrepreneurs is not widely available

§ Entrepreneurship could be incorporated into the school curriculum for the benefit of youth

Opportunities

§ Improve technical training in the region to add skilled workers as machinists, welders,

electricians, etc. Investigate the feasibility of a technical college located in the Boonslick region

§ Strengthen partnerships between education and business, such as expanding internship opportunities for students

§ Expand training opportunities for prospective entrepreneurs on how to start a business and add training courses for experience entrepreneurs on specialized topics

§ Increase business counseling services to entrepreneurs in the region § Incorporate entrepreneurship into the high school, or even middle school, curriculum

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Development Resources Developing a Pipeline of Educated and Skilled Entrepreneurs

Regional Education & Workforce Development Resources

Name Address Phone

Warren County R-III Alpha Academy 1037 Armory Road Warrenton, MO 63383

(636) 456-6926

NEMO Workforce Development Board 111 E. Monroe Paris, MO 65275 (660) 327-5125

Missouri Job Center 111 Steinhagen Road Warrenton, MO 63383 (636) 456-9467

University Of Missouri Extension 107 W Walton St Warrenton, MO 63383 (636) 456-3444

Missouri Baptist University Regional Learning Center

75 College Campus Dr Moscow Mills, MO 63362 (636) 366-4363

Surrounding The Region

Pike Lincoln Tech 342 Votech Road Eolia, MO 63344 (573) 485-2900

St. Charles County Extension 5988 Mid Rivers Mall St. Charles, MO 63304 (636) 970-3000

St. Charles Community College 4601 Mid Rivers Mall Cottleville, MO 63376 (636) 922-8000

East Central College 1964 Prairie Dell Road Union, MO 63084 (636) 584-6500

State Technical College One Technology Drive Linn, MO 65051 (573) 897-500

Ranken Technical College 4431 Finney Ave St Louis, MO 63113 (314) 371-0236

University of Missouri Extension SBTDC 615 Olive St FL 13 St Louis, MO 63101 (636) 583-5141

Lindenwood University 209 S Kingshighway St. Charles, MO 63301 (636) 949-2000

University of Missouri 125 Jesse Hall Columbia, MO 65211 (573) 882-2121

Saint Louis University One North Grand St Louis, MO 63103 (800) 758-3678

Washington University One Brookings Drive St Louis, MO 63130 (314) 935-5000

Vatterott Educational Centers, Inc. 12900 Maurer Industrial Dr, St Louis, MO 63127 (314) 843-4200

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Innovation is often cited as a key ingredient to economic growth. Although the focus of innovation is often on major scientific breakthroughs, technology industries like biotechnology, or major IT companies like Google, innovation actually takes many forms. In nearly all industries, it is vital to innovate to command higher prices, reduce costs, or add value to production. Many innovations take place through incremental improvements in production, distribution, or marketing that result in an economic advantage for a company.

In examining this driver “Cultivating Technology Exchange and Innovation”, the available platforms to encourage knowledge and idea sharing are researched. These platforms may be incubators, co-working spaces, industry organizations, conferences, networking groups, industry clusters, etc. First, however, the skills and infrastructure of the region with regard to information technology is examined. To what extent does the region have trained technology professionals, especially in information technology? Does the region have high speed broadband to facilitate rapid communication and diffusion of information?

A second area of interest is the presence of industrial clusters in which companies, perhaps aided by educational institutions, trade organizations, and suppliers, share information and collaborate on projects thus encouraging innovation and improvement at each company. The effect of a strong cluster should be to create more innovative and competitive companies.

Finally, innovation also depends on collaboration among industry, higher education, and government. To what extent does the Boonslick region have venues or platforms for the sharing of information among these key participants in the local economy? The assessment of this driver is based on stakeholder and entrepreneur feedback from the survey and focus groups and from analysis of secondary data.

Skills and Infrastructure One approach to identifying the foundation of “tech-based” jobs is to look at the occupations that typically require a high level of technical skill and expertise. The first step is to look at occupations that are primarily driven by technical computer skills. Table 3.1 shows that the Boonslick region has had a moderate increase in multiple technology related occupations. Because many modern small businesses and entrepreneurial endeavors require access to professionals with certain computer skills, this increase is a positive indicator for the region’s entrepreneurial ecosystem.

B. Cultivating Technology Exchange and Innovation

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Table 3.1 – Boonslick RPC – Technology Related Occupations (2016) Source: EMSI

Occupation 2002 2015 Change

Computer and Information Systems Managers 21 24 3

Computer and Information Research Scientists <10 0 N/A

Computer Systems Analysts 34 46 12

Information Security Analysts <10 <10 N/A

Computer Programmers 29 35 6

Software Developers, Applications 24 31 7

Software Developers, Systems Software <10 10 N/A

Web Developers 13 22 9

Database Administrators <10 11 N/A

Network and Computer Systems Administrators 33 37 4

Computer Network Architects 10 <10 N/A

Computer User Support Specialists 48 57 9

Computer Network Support Specialists 15 17 2

Computer Operations, All Other 14 15 1 In spite of the increase in computer-related jobs in the Boonslick region, the perception of stakeholders is that the numbers are not sufficient. In fact, 66% of stakeholders evaluated the availability of IT professionals in the region as “poor” or “fair”. Only 8% rated it “excellent”.

Poor16%

Fair51%

Good25%

Excellent8%

Poor23%

Fair56%

Good19%

Excellent2%

Quality of Technical Assistance by Higher

Education Availability of IT

Professionals

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The next step is to look at a broader range of occupations within the tech-based knowledge cluster. This occupation cluster identifies multiple job categories that tend to be valuable for technology exchange and innovation. These occupations include medical practitioners and scientists, mathematics, statistics, data and accounting, information technology, natural sciences, engineering, and postsecondary education. To make it easier to get an overview of the available skills and knowledge, these occupation clusters have also been combined into a “technology-based knowledge” occupations cluster. The region has over 1,300 jobs in the broad tech-based occupations category (Table 3.2). This is roughly 4% of the regional base. Furthermore, this understates the number of technically-skilled workers in the region. There is a cadre of highly skilled machinists accustomed to working with CNC metal-working machinery. This work entails a high level of technological knowledge, although their occupation is not included in this listing.

Table 3.2 – Boonslick RPC – Tech-based Knowledge Occupation Cluster Source: EMSI

Occupation 2002 2015 Change

Technology-Based Knowledge Clusters 1,099 1,364 265

Medical Practitioners and Scientists 138 183 45

Mathematics, Statistics, Data and Accounting 420 487 67

Information Technology (IT) 293 366 73

Natural Sciences and Environmental Management 53 58 5

Engineering and Related Services 134 165 31

Post-secondary Education and Knowledge Creation 61 105 44 Broadband Perhaps the most important resource that can help foster technology and innovative activities is high-speed internet access (or “broadband density”). Internet accessibility is generally considered important in fostering entrepreneurship and innovation because it provides access to information, knowledge, ideas, broad communication, and e-commerce, as well as serving as the most effective and efficient marketing tool for low budget entrepreneurs. Research also suggests that average self-employment income increases when access to broadband internet is improved (Low et al., 2005).

During the focus group and in follow-up meetings, key issues related to technology exchange and innovation were discussed. The reoccurring topic was the major need for investments in improving access to high speed internet throughout the region. Emphasis was placed on finding ways to bring high-speed internet to rural areas in the region.

Table 3.3 provides a better understanding of the availability of broadband in the region. More than half of the population in all counties do not have access to high-speed broadband. Specifically, all fixed, meaning the type of high –speed internet access, where connections to service providers use radio signals rather than cables including satellite. A regional visual representation is provided in Chart 3.1. It should be noted that in areas that have access to high-speed broadband, the data does not show how many are actually utilizing this option. For example, 100% of the population

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in Lincoln County’s urban population have the option of paying for high-speed broadband, but some may choose to pay for lower speed or no internet at all.

Table 3.3 – Boonslick RPC – Residential Fixed 25 Mbps/3 Mbps Broadband Deployment (2016 Broadband Progress Report)

Source: fcc.gov County Total Pop w/o

Access % Urban Pop w/o access

% Rural Pop w/o Access

Lincoln 26,417 0% 58.9%

Montgomery 5,550 0% 66.9%

Warren 13,032 1.3% 56.4%

Source: Federal Communications Commission

Chart 3.1 Boonslick Region Residential Broadband Deployment

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While limited high-speed broadband access is common for many rural regions, more efforts must be devoted to investing in improvements to the internet infrastructure. Failure to do so will leave the Boonslick region at a serious disadvantage moving forward. There is at least one initiative moving broadband forward. The Missouri Department of Public Safety and the Boonslick Regional Planning Commission are working on a project to explore how a dedicated public safety broadband network, FirstNET, could benefit the region. Industrial Clusters As discussed in Part 1, Economic Profile of the Boonslick region, there is a concentration of businesses involved in metal-working, which is defined as “the process of working with metals to create individual parts, assemblies, or large-scale structures. The term covers a wide range of work from large ships and bridges to precise engine parts and delicate jewelry. It therefore includes a correspondingly wide range of skills, processes, and tools. The Modern metalworking processes, though diverse and specialized, can be categorized as forming, cutting, or joining processes.” As Table 3.4 indicates, there are a range of metal-working companies operating in the Boonslick region, including those associated with the automotive, lighting and electrical equipment, metalworking technology, and information technology and analytical instruments. The total number of jobs associated with this broad cluster is approximately 1,500.

Table 3.4 – Boonslick RPC – Metal Working Industry Cluster Source: EMSI

Automotive Score: 73 NAICS Industry Jobs Score 331524 Aluminum Foundries (except Die-Casting) 728 100 336390 Other Motor Vehicle Parts Manufacturing 298 18 336999 All Other Transportation Equipment Manufacturing 72 32 Lighting and Electrical Equipment Score: 44

NAICS Industry Jobs Score 335313 Switchgear and Switchboard Apparatus Manufacturing 88 44

Metalworking Technology Score: 36 NAICS Industry Jobs Score 332721 Precision Turned Product Manufacturing 73 34 333514 Special Die and Tool, Die Set, Jig, and Fixture Manufact. 91 38 333517 Machine Tool Manufacturing 68 34 Information Technology and Analytical Instruments Score: 33 NAICS Industry Jobs Score 334416 Capacitor, Resistor, Coil, Transformer, and Other

Inductor Manufacturing 39 33

Downstream Metal Products Score: 31 NAICS Industry Jobs Score 332311 Prefabricated Metal Building and Component Mfg. 87 31 332999 All Other Miscellaneous Fabricated Metal Product Mfg. 14 28

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This cluster is important, not only for its employment potential within the region, but also for the innovation that it generates. The companies within this cluster are generally well-connected to each other and in frequent communication. For some projects, they are competitors. But they also frequently share business with other companies in the cluster, especially if one shop is very busy and another has more time available or if one shop has a special machine or expertise to better handle the job. The relationship between these companies is informal and does not involve a formal organization or regularly scheduled meetings of all companies. But the cluster is nonetheless very effective in sharing information about new technologies and new ways of performing the work. Many companies in the cluster are active in trade associations. For example, one executive President of the National Tooling Manufacturing Association. This speaks to the level of respect these companies have on the national stage, but also indicates an important source of information, trade associations, that can be disseminated through the cluster. Ths sharing of information raises the quality of all the shops and leads to a stronger regional competitiveness. As one owner stated, “there is great collaboration among the shops. We are constantly learning from one another, and, when it makes sense, we share business with other shops. It really makes a huge difference to have that level of collaboration from colleagues who are so knowledgeable and skilled.” The metal-working cluster thus provides a good example of how a platform can be established, even an informal one, that leads to sharing of technology, production information, and ultimately innovation. Collaboration Among Business, Educational Institutions, and Government Educational institutions, especially technical and community colleges and universities, can play an important role in diffusing innovation and technology in a region. One way this is done is through technical assistance, such as small business consulting, provided by colleges or universities. When regional businesses interact and receive technical assistance from these institutions it helps promote the adoption of new technologies and build the ongoing infrastructure of technologies that will allow companies to stay competitive. However, stakeholders do not have a very positive view of the quality of technical assistance provided by institutions in the region. In fact, 58% of respondents rated it “poor” or “fair”, indicating room for improvement on this issue. Of course, there are few higher education institutions within the region. Perhaps expanded outreach service from the University of Missouri Extension, Warren County R-III Alpha Academy or from the Small Busiess Development Center in St. Charles would begin to address this concern. Entrepreneurs report that the training provided by technical and community colleges, including St. Charles Community College, State Technical College, and Ranken Technical College, is vital for the metal-working cluster and other companies. The idea of a technical college located in the Boonslick region was mentioned in the

"Availability of high speed

internet is just like running

water and electricity was a

century ago." -2016 Survey

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previous section (Creating a Pipeline of Skilled and Educated Entrepreneurs) and would meet with strong support from employers in the region. An example of how an educational institution can engage more deeply with local businesses is provided by the Ozarks Technical College in 2008. They performed a series of workforce focus group sessions, where groups of industry professionals shared their workforce concerns, challenges, and strengths. The Center for Workforce Development at Ozarks Technical College performed five focus group interviews with dozens of leaders in the fields of Construction, Manufacturing, Transportation, Healthcare, and Tourism. This helped inform the community college as to how local employers felt about the current supply of human capital and gave them concrete evidence for the demand for specific technical skills. The need for improved technical training can also be aided by programs in high school or middle school that emphasize Science, Technology, Engineering, and Math (STEM). Missouri has an innovative program called Project Lead the Way (PLTW) that allows students to gain early exposure and hands on experiences in engineering, biomechanics, aeronautics, biomedical sciences and applied math fields. When coupled with internship opportunities for high schoolers, the program can trigger lifelong interest in STEM fields. Table 3.5 identifies high schools in the region who have implemented or are considering specific curriculum focuses in Science, Technology, Engineering and Math.

Table 3.5 Boonslick RPC – High School Cirriculum Focus Source: Boonslick RPC

High School STEM PLTW Manufacturing & Bio-Med Montgomery x x x Troy Buchanan x x Warrenton x Winfield Considering

Curriculum Considering Curriculum

Wright City x

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Summary Cultivating Technology Exchange and Innovation


§ There has been an increase in the number of tech-related jobs

§ The presence of highly-skilled technical workers in advanced manufacturing, such as metal-working, is an asset for the region

§ The metal-working cluster provides a platform for the diffusion of new technologies and innovation leading to the increased competitiveness of these companies

§ A sizeable share of the rural population in the region does not have access to broadband internet service

§ Stakeholders perceive a shortage of IT professionals

§ Stakeholders and entrepreneurs would like more technical assistance and support from institutions of higher education

Opportunities

§ Initiatives to expand broadband access should be continued and expanded. § More training should be made available to individuals interested in careers in the field

of information technology § Businesses, local government, educational institutions, and civic organizations should

be convened to discuss how to improve the workforce, expand networks of innovation, and otherwise better support business development

§ Expanded outreach and technical assistance to businesses from institutions of higher education, such as the University of Missouri Extension, Warren County R-III Alpha Academy, and the Small Business at St. Charles Community College, would likely improve the competitiveness of local companies

§ The school curriculum in Science, Technology, and Math (STEM) should be expanded with more internship opportunities available in local businesses

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Development Resources Cultivating Technology Exchange and Innovation

Surrounding Area Collaborative Resources

Name URL Phone Address T-Rex Incubator www.downtowntrex.com (314) 241-7500 9111 Washington Ave,

St. Louis, MO 63101 Nebula Workstation

www.nebulastl.com (314) 632-6488 3407 S Jefferson Ave, St. Louis, MO 63118

Techarista Co-working

www.techartista.org (314) 898-0933 4818 Washington Blvd, St. Louis, MO 63108

Claim Work Space

www.workatclaim.com (630) 614-1123 515 Olive St. St. Louis, MO 63101

CIC St. Louis www.stl.cic.us (314) 615-6300 4240 Duncan Ave, St. Louis, MO 63110

@ 4240 www.at4240.com (314) 485-7201 S Boyle Ave & Duncan Ave, St. Louis, MO 63110

45

A challenge facing new start-ups and small firms is how to finance their ventures. The requirements that must be met to borrow money for risky investments, like financing a start-up, are more difficult to meet today than they were in the past. But considering the fact that small growth firms create the most jobs in the country, the importance of ensuring access to capital has never been more relevant. In this section, feedback from stakeholders and entrepreneurs obtained through the survey, focus group, and personal interviews is reviewed to highlight regional issues related to this entrepreneurial driver. Additionally, quantitative data from secondary data suggests the extent to which the financial sector is faring well in the region’s entrepreneurial ecosystem. Available Capital Generally, entrepreneurs who were interviewed for this study reported that local banks were progressive, supportive of entrepreneurs, and willing to lend to new businesses. This support from local banks may be partially due to the fact that nearly all banks are community-owned, rather than being part of national bank holding companies. Therefore, they may be more community-minded and also may desire the higher returns available from business loans. A banker mentioned that the loan to capital ratio at the bank was very low and that the bank was seeking good business projects for loans. The belief in the importance of local banks is borne out also by the survey of stakeholders. In fact, 75% of those surveyed consider banks to be important or very important if the region wants to foster innovation. About one-half of the respondents considered the availability of loans from banks to be excellent or good. Entrepreneurs also reported many interactions with local economic development organizations, including city, county, and regional (Boonslick Regional Planning Commission). They had a favorable impression of these organizations that often helped with financing through such tools as enhanced enterprise zones, Community Development Block Grant and other financial tools. For gap financing, several entrepreneurs utilized the revolving loan program of the Boonslick Regional Planning Commission. There are occasions in most communities when entrepreneurs have an opportunity that it has potential but is too risky for conventional bank loans or requires taking an equity interest in the business. In these cases, having angel investors or other equity sources of capital is valuable. However, stakeholders recognized that capital from investors or angel investors is something the region lacks. More than 60% rated the availability of capital from investors or angel investors as “poor” or “fair. Furthermore, stakeholders in the survey and focus group did not identify any venture capital investments in the region. Venture capital is a source of risk capital, particularly germane to companies that have high growth potential. While there might be some entrepreneurs and small businesses that have benefited from private investors, these appear to be relatively few. An issue that surfaced in the focus group and personal interviews with entrepreneurs is that many entrepreneurs and small business owners are not aware of the financing options available to

C. Improving Access to Capital

46

them, especially those that involved public financing or gap financing. It may be beneficial to have this information in a packet that is available on a website or other location easily accessible by entrepreneurs. More access to the information may spur further use of these instruments and help businesses to expand. The Financial Sector in the Region Analyzing market factors related to accessing capital in the region can provide a better understanding of the challenges faced by economic developers, business owners, and entrepreneurs. This is done by analysis of secondary data related to industry and occupation clusters in the financial sector. Business and Financial Services Cluster The most relevant industry cluster to look at for this driver is the Business and Financial Services. The region’s highest ranked cluster in financial services is commercial banking, with a score of 32 (out of 100) points. The average cluster score is 31 (out of 100) points. This is not a benchmark against other regions; it only compares the relative performance of the clusters to each other. Clusters ranked higher than 31 are above average for the region, while clusters ranked lower than 31 are below average. While all of the below industries do not directly deal with access to capital, most of them at least have some indirect influence. For example, tax services are needed to ensure proper tracking and filing of business financial activities. Considering the Boonslick region’s business and financial services cluster (Table 4.1), the data show over half the industries jobs are in commercial banking. That sector is strong with a score of 31, supporting the feedback from stakeholders and entrepreneurs on the availability of loans from local banks.

Table 4.1- Boonslick RPC – Local Financial Services Industry Cluster (2015) Source: EMSI

Industry 2002 Jobs 2015 Jobs

Commercial Banking 462 32

Credit Unions 22 24

Insurance Agencies and Brokerages 293 29

Third Party Administration of Insurance and Pension Funds

29 23

Tax Preparation Services 28 22

Collection Agencies 13 23

Total 847 30

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Table 4.2- Lincoln County – Local Financial Services Industry Cluster Source: EMSI



Credit Unions 0 9



2 9



Total 285 422

Table 4.3- Montgomery County – Local Financial Services Industry Cluster Source: EMSI



Credit Unions 0 0



6 16



Total 143 176

Table 4.4- Warren County – Local Financial Services Industry Cluster Source: EMSI



Credit Unions 4 13



1 4



Total 191 248

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One significant occupation cluster to evaluate is the loan officers. The financial services occupation Table 4.5 shows a significant increase in loan officers from 2002-2015. The increase is great for local entrepreneur resources. Additionally, the increase in financial managers and loan officers could bode well for entrepreneurs and business owners looking to expand.

Table 4.5 – Boonslick RPC – Financial Services Occupation Cluster Source: Economic Modeling 2016

Occupations 2002 Jobs 2015 Jobs Change

Financial Managers 73 116 43

Accountants and Auditors 191 210 19

Budget Analysts 5 5 0

Credit Analysts 5 5 0

Financial Analysts 37 37 0

Personal Financial Analysts 103 206 103

Financial Examiners 5 5 0

Credit Counselors 5 5 0

Loan Officers 45 64 19

Tax Preparers 17 20 3

Financial Specialists, All Other 20 23 3

Securities, Commodities, and Financial Services Sales Agents 82 124 42

Total 588 820 232

Table 4.5 indicates that financial services occupations are growing within the Boonslick region, in fact, the increase is 230 jobs from 2002-2015. A growing capacity for financial services bodes well for entrepreneurs and existing businesses. Especially important are individuals with knowledge and experience in small business financing. As companies grow larger and more complex, the Boonslick region’s proximity to St. Louis means that other sophisticated investors can be brought into projects, as needed.

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Summary Access to Capital


§ Entrepreneurs and stakeholders report that local banks are progressive, supportive of entrepreneurs, and willing to lend to new businesses

§ There has been a recent increase in loan officers in the region, indicating expanded access to capital assistance from banks

§ Entrepreneurs report that local economic development organizations, city, county, and regional, provided assistance with financing economic development projects

§ There are no reports of angel investors or venture capital firms providing capital for higher risk equity investments in high growth firms

§ Many entrepreneurs report that it is sometimes difficult to find out information on financing and financial incentives from government

Opportunities

§ Improve access to information on financing programs for small businesses by consolidating information from banks, local governments, regional planning council, and other organizations and possibly listing on a website

§ Investigate the possibility of forming a network of angel investors or a pooled fund from local banks to provide investment in potentially higher-risk, faster-growth companies

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Development Resources Access to Capital

Regional Alternative Access to Capital

Name Type Contact Phone

Boonslick Regional Planning Commission

Revolving Loan Fund/Micro-Enterprise

Chad Eggen (636) 456-3473

United State Department of Agriculture Loan Funding Connie A. Rigg (636) 528-7046

Small Business Administration Loan Funding Thomas Daiber (314) 539-6614

Missouri Department of Economic Development – Small Business Loan Program

Small business loan

Governor Nixon’s Small Business Loan Program

(573) 751-4539

Enhanced Enterprise Zone Tax District Chad Eggen (636) 456-3473

Rural Missouri Inc. (RMI) Intermediary Relending Program

Mindy Murray (573) 635-0136

Montgomery City Growth, Inc. Revolving Loan Fund Josh Beck (573) 564-3160

Industrial Infrastructure State Grant Finance Management (573) 751-4539

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This approach to entrepreneurial ecosystem development must be grounded in a belief that the region can “grow our own”, rather than trying to attract businesses and jobs from elsewhere. This is partially achieved by developing an entrepreneurial culture where local companies and business leaders are celebrated, residents are aware and proud of local businesses, and both public and private entities publicly support entrepreneurial endeavors. Another important aspect is the availability of networks, mentoring, and professional assistance to entrepreneurs and small businesses. Research suggests that financial investments, such as the ones discussed in the “Access to Capital” section, work best when there is a corresponding investment in support services and human capital (Scruggs, 2010). In this section, the culture of the region is considered with regard to the attitudes toward entrepreneurship. Attitudes may seem “soft” and unimportant, however, it is clear that communities with positive attitudes toward entrepreneurs enjoy more start-ups and faster growing firms (Feld, 2012). Next, we consider the networks existing in the region and the potential for expanding those networks to strengthen entrepreneurs. Cultural Attitudes towards Entrepreneurship One way to measure attitudes is to consider how open and active the region is with respect to interactions and collaborative efforts. Stakeholders responded to several survey questions related to local culture. For example, respondents were asked to rate how true or false the following statements are: “New residents can easily integrate into the regional business community”, “People from different industry and economic sectors frequently interact in the region”, and “Regional residents actively participate in community development organizations and projects”. Fortunately, on all three statements respondents felt they were more true than false. In fact, 51% felt that it is “mostly true” or “very true” that new residents can easily integrate into the business community. Having an open business community is a critical aspect of building strong networks. A large majority (58%) felt that it is “mostly true” or “very true” that residents participate in community development organizations and projects. Support for community wide projects by residents is a great way to foster unity and community pride. While respondents also indicated that they feel that people from different industry and economic sector interact, this was seen as “mostly true” or “very true” by 58%. These responses suggest that there is an openness and willingness for businesses and residents to work together collaboratively, even if the opportunities and venues for collaboration are not always available. Other questions asked stakeholders to indicate how important other businesses and entrepreneurial networks are to the region’s ability to innovate. The results clearly show that other businesses are considered an important aspect of the region’s ability to innovative. In fact, 80% indicated that other businesses are “important” or “very important”. Entrepreneurial networks were considered “important” or “very important” by 81% of respondents. This suggests that stakeholders, both business owners and non-business owners alike, recognize the importance of collaboration among businesses and a strong entrepreneurial network.

D. Promoting Awareness and Building Networks

52

A strong entrepreneurial network is important because national surveys have shown entrepreneurs tend to rank fellow entrepreneurs as their greatest resource. Entrepreneurs tend to benefit more from conversation and information-sharing with their peers, that is other entrepreneurs, than from any other persons. A recent Kauffman Foundation report from March 2015 stresses the importance of connecting entrepreneurs by saying: “if local governments wish to encourage entrepreneurship, it requires that those officials connect to entrepreneurs at the individual level and to entrepreneurs’ networks at the local level.” (Kauffman, 2015). Stakeholders in the focus group indicated that they believed the cultural support for entrepreneurs could be enhanced. They suggested an idea that might be investigated, 1) to hold an Entrepreneurship Conference in the region as a way of bringing together entrepreneurs and raising their profile in the region. Perhaps an Entrepreneur of the Year award could be distributed at the conference in order to spur more attention and focus on entrepreneurship in the region. Another possibility would be to include a business start-up competition as part of the conference to encourage excitement and innovation.

Networks in Support of Entrepreneurs It is very beneficial for entrepreneurs to connect with start-up companies, experts in particular functions of business, such as marketing, and successful businesses in the region. One very effective way to connect entrepreneurs is through capable and engaged mentors. It is important to match mentors to the needs of the entrepreneur. For example, some mentors may have had startup experience and be a good source of advice for an entrepreneur in the early stages. Other mentors may have specialized knowledge of a functional area, such as production, that fits well with the needs of an entrepreneur. Entrepreneurs who were interviewed for this study almost universally spoke of the importance that a mentor, generally 20-30 years older, played in the early success of their venture. It was clear from the comments of the entrepreneurs that they held these mentors in high regard. The entrepreneurs suggested that a mentorship program be established to connect more experienced entrepreneurs with those staring out. Most of the entrepreneurs

interviewed indicated graciously that they would be willing to serve as mentors to others. Since the mentors interviewed are very successful and knowledge, their role as mentors would undoubtedly help younger entrepreneurs. Therefore, we recommend that the region start a mentoring program. The program should follow best practices in mentoring programs by incorporating a short training program in which the expectations for mentors and mentees are made clear and there is an effective process to match young entrepreneurs with mentors.

Networks enable organizations to disseminate information, share opportunities and best practices, bring individuals together for shared cause and advocacy, and facilitate development of partnerships. Even if these networks are not directly about entrepreneurship or even economic development, they often lead to new opportunities and approaches to community problems. Stakeholders in the focus group identified a number of effective organizations in the region, including economic development groups, such as those in the City of Warrenton, Lincoln County Economic Development, etc. Chambers of Commerce in several towns provide training to businesses and, in some cases, offer programs for business retention and attraction. There are Chambers in Troy, Warrenton, Montgomery City, Marthasville, and Wright City. The collaboration

"Start with an initial

position of trust and interest in

new business ventures settling in the area..." -2016 Survey

53

between the Chamber of Commerce in Troy and the City of Troy has led to a very successful program in downtown revitalization that has brought many new businesses to the downtown. Finally, the Boonslick Regional Planning Commission provides a venue for addressing regional issues as well as an important resource for grant opportunities and planning issues.

There are also important arts and cultural organizations in the region. Arts are too often overlooked in discussion of community and economic development. However, arts have a major economic impact on the region and, by contributing to the quality of life, make the region a more desirable place to live. Stakeholders in the focus group identified the Warren County Arts Council and Summer Concerts in the Park held in Warrenton and Wright City. The region is also home to the Innsbruck Institute Summer Music Academy and Festival. The Summer Music Academy draws young string, piano and wind musicians from across the nation to an intensive course of study with regionally and nationally recognized teachers and musicians. The Summer Music Festival, among the largest chamber music festivals in the Midwest, provides nine days of the finest chamber music performed by Academy students, professional musicians and guest artists.

In spite of the effective organizations, stakeholders in the focus group suggested that there be more opportunities for networking events in the region. As with many regions, there are many active organizations, but there is relatively little communication among the organizations. Networking events, for example, that bring together representatives of various economic development agencies would be useful. Networking opportunities can be fostered by chambers, educational institutions, community organizations, and the private sector. The key to making networking impactful is to create opportunities for individuals to connect over shared ideas, thoughts, challenges, etc. Connections should be fostered across industries and knowledge areas to help promote collaboration and idea-sharing. Collaboration and idea sharing with other communities and regions is highly suggested. Furthermore, there are also relatively few venues for entrepreneurs to connect and exchange information and ideas. The suggestion for an Entrepreneurship Conference, as mentioned above, would provide excellent networking opportunities for entrepreneurs. Finally, there is considerable discussion among regional leaders regarding the possibility of an incubator, co-working space, or other physical space in which entrepreneurs could meet. An incubator could provide space to address several key recommendations, including a mentoring program, enhanced training opportunities for entrepreneurs, and a venue for entrepreneurs to connect.

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Summary Promoting Awareness and Building Networks


§ Stakeholders report an openness and willingness for businesses and residents to work together collaboratively

§ Chambers of commerce and economic development groups in the region are active

§ There is a strong core of community-based organizations to support quality of life in the region

§ Awareness of entrepreneurs by public officials and residents could be enhanced

§ Communication across organizations and across local governments could be improved

§ Venues for entrepreneurs to connect and share information are limited

Opportunities

§ Hold an Entrepreneurship Conference to raise the profile of entrepreneurs in the region and provide a forum for entrepreneurs to connect with one another

§ Start a Mentoring program for entrepreneurs by matching experienced entrepreneurs/business leaders with younger entrepreneurs

§ Provide more networking opportunities, especially bringing together organizations, bringing together cities and local governments, and bringing together entrepreneurs.

§ Instigate a formal study for a business incubator or co-working space to be located within the region

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Development Resources Promoting Awareness and Building Networks

Regional Network Resources

Name Type Contact Phone

Boonslick Regional Planning Commission

Regional Planning Commission Chad Eggen (636) 456-3473

Missouri Department of Economic Development

Growth Development Mike Downing (573) 751-4241

NEMO Workforce Development Board

Workforce Development Brandi Glover (660) 327-5128

Marthasville Chamber Chamber David Peters (636) 433-5242

Montgomery City Area Chamber of Commerce Chamber Rachel Weiser (573) 564 3160

Warrenton Chamber of Commerce Chamber Jan Olearnick (636) 456-2530

Wright City Area Chamber of Commerce Chamber Tim Schmidt (636) 745-7855

Troy Area Chamber of Commerce Chamber Kerry Klump (636) 462-8769

SCORE Chapter Mentoring (314) 539-6602

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Entrepreneurs and small businesses do not operate in a separate market away from local, state, and federal policy makers. Economic development efforts must ensure that the regulatory burdens placed on small businesses do not adversely affect their ability to compete and grow. While there must be some requirements related to running a business of any size, small businesses often lack the resources and knowledge to navigate complex tax codes, registration processes, and other industry specific requirements. Therefore, it is important to provide the necessary support and transparency regarding regulations affecting small businesses. In this section, we examine the perceptions of small business owners toward the regulatory climate. Assessing the regulatory environment in a fair way is challenging. Some regulations are made at the federal level, others at the state level, and some at the local level. Local governments often must enforce regulations not of their own making. Whether additional paperwork or other requirements on business are a burden or necessity often depends on one’s perspective. To a local government official who must ensure compliance with a local ordinance or state regulation, requiring additional paperwork might be viewed as essential. However, to a first-time entrepreneur dealing with the complexities of a new business, additional paperwork is likely to be perceived as a burden.

However, by providing clarity of procedures and access to accurate information, local government reinforces the idea that a community is open for business. Local government can take care to ensure that entrepreneurs can easily traverse start-up processes, thereby increasing customer satisfaction and encouraging compliance. First- generation or first-time entrepreneurs are particularly subject to becoming confused or frustrated because they are not familiar with common business processes (Stapleton, 2012).

Perceptions about the Regulatory Environment Stakeholders in the survey responded to several questions about the regulatory environment. The rating was done on a scale where 1 = “poor”, 2 = “fair”, 3 = “good”, and 4 = “excellent”. One question asked stakeholders to rate the performance of “state and local governmental regulations that support small businesses”. The response was that 28% said “poor”, 50% said “fair”, 19% said “good”, and only 2% said it “excellent”. This suggests an overall negative view of the impact of state and local government regulations The next question asked about the “effectiveness of government-sponsored growth incentives (tax breaks, seed funding, etc.)”. This was rated even lower than the first question. Only 9% said “good” and only 2% rated it “excellent”. This suggests that stakeholders do not believe these incentives are effective in promoting job growth and/or that the incentives tend to favor larger companies over small businesses. A third question asked about “the level of taxation on small businesses”. Not surprisingly few considered this “excellent” as well, while 75% said it was “poor” or “fair”. The biggest challenge with this issue is that most taxes, with the exception of property taxes, are set at the national or

E. Optimizing the Regulatory Environment

58

state level. Current and former business owners generally rated all of these questions lower than non-business owners. The fact that business owners are more directly influenced by these issues likely explains the difference in perception. The survey findings were reinforced by the interviews with entrepreneurs. Several companies had benefitted from financial incentives available through local and state government, such as Community Development Block Grant for infrastructure improvement and Enhanced Enterprise Zone specific to Montgomery County. However, when it came to regulatory matters, many entrepreneurs reported frustrations. They recounted dealing with OSHA regulations, environmental regulations, DOT regulations, and other federal and state requirements. They also reported on problems with business licenses, delays in securing building permits, and other local government issues. It is important to acknowledge that the complaints about local governments were not universal. Instead, the complaints were limited to several municipalities, while other municipal governments were praised for being cooperative and business-friendly. The costs of compliance issues can be severe. In some cases, the regulatory issues cost the business many thousands of dollars or caused expensive delays in production. Obviously, the region cannot control the regulations or enforcement actions of federal and state agencies. However, it may be possible to streamline operations to be more responsive to the needs of entrepreneurs when it comes to local concerns, such as business licenses and building permits. Our recommendation is that local governments hold listening sessions to which they invite business owners, entrepreneurs, economic developers, and other leaders to discuss local regulations and processes and determine ways to make those processes more efficient for business. The focus should be on making regulations, licenses, and business requirements transparent and easily accessible. Many problems with the regulatory environment can often be eased or solved by improving communication. Addressing regulatory issues is always a challenge and this was recognized by both the focus group and in follow-up meetings with stakeholders. It was emphasized that local government entities could do more to support the region’s entrepreneurs and small businesses. One important way of doing this is to focus on making regulations, licenses, and business requirements transparent and easily accessible. The burden of navigating red tape and regulatory issues can be stifling to many entrepreneurs and small businesses, forcing them to expend unnecessary time and resources on those issues, when they should be spending those efforts on building their business and creating economic impact. Regulatory Environment in the State of Missouri At the federal and state level, laws are created that influence small businesses and entrepreneurs’ capacity to do business in the marketplace. Some markets are easy to enter and require little formal investment other than knowledge, experience and a desire to do business. Dog-walking, babysitting, online blogging, etc. are examples of markets with relatively easy market entry. They may not provide the biggest opportunities for making large profits, but for some they can serve as extra income or as a flexible job. On the other hand, some markets are harder to enter because of additional regulations or restrictions required when opening a business. These requirements are generally considered licenses. Licensing requirements often include a minimum number of years of education, initial and/or yearly fees, passing one or more exams, and continuous education and training to stay licensed.

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While licenses are put in place in large part to protect the consumer from scams and unfairly low-quality services, it is also true that licenses can slow or block entrepreneurial activity and thus job creation. Recent research shows that in the 1970s, roughly 10 percent of jobs required the individual to have a license, but by 2008 this had increased to almost 30 percent (Kleiner, 2014). As the Kaufmann Foundation recently pointed out, more licensing requirements likely result in fewer entrepreneurs starting businesses in those markets. This allows incumbent firms to charge higher prices, which may be good for them, but bad for overall business creation. Some professions in Missouri that require licenses include barbers, real estate salespersons, manicurists, funeral directors, etc. To help evaluate the conditions in Missouri for how licensing requirements affect entrepreneurs, Thumbtack and the Kauffman Foundation have collaborated on a Small Business Friendliness Survey that identifies “how unfriendly or friendly your state or local government are with regards to licensing forms, requirements and fees?”. The survey has been conducted for three years, starting in 2012 and draws its conclusion from over 200 small business owners throughout Missouri. In 2015, the state as a whole was graded a “B”, the best grade since the survey began in 2012. A “B” still indicates room more improvement on fostering a business environment that is friendly to small businesses and entrepreneurs. The grading scale follows the standard academic scale from A to F. The survey seems to indicate that the regulatory environment is not perceived in a very positive light when it comes to the burden of licensing. In 2015 the grade was “B-“, a small improvement from the “C+” in 2014. The reason this is brought up, despite the fact that individual regions have little power to change licensing laws, is that information and support can be developed and provided to help ensure that any would-be entrepreneur has the best odds of navigating any barriers to entry. The goal should not only be focused on trying to change the regulations, but also on how to accommodate and provide helpful services towards decreasing the barriers to entry based on licensing requirements. One of the tools that should be available for regional entrepreneurs is an information package that highlights key information about regulatory issues. This should also include relevant information about regional resources that can help entrepreneurs and small businesses navigate regulatory requirements. For further information about specific licensing requirements in Missouri go to CareerOneStop’s webpage at www.careeronestop.org/explorecareers. Click on the “Licensed Occupations” link and search for the specific licenses in Missouri. The Missouri Job Center located in Warrenton also provides assistance for requirements specific to job training in the Region. Additional Regulatory Factors Besides surveying how friendly or unfriendly the state is with respect to licensing issues, the Small Business Friendliness survey also asks small business owners a series of questions related to the regulatory environment in the state. Table 6.1 highlights eleven areas where state and local government regulations affect small businesses. Note, this survey is statewide, not specific to the region.

"Havegovernment

stop competing with

entrepreneurs." -2016 Survey

60

This survey reflects the state’s overall regulatory environment and as such may not reflect exactly how small business owners in the Boonslick region feel. But, it does say something about what individual regions must consider when they want to improve their own regulatory environment and develop successful economic and entrepreneurial development efforts. Overall, the survey indicates that small business friendliness is not doing too well in Missouri. Only two areas received A level grades, Health & Safety and Tax Code related regulations. The worst grade was related to training and networking programs. As discussed in the “Promoting Awareness and Building Networks” and “Developing a Pipeline of Educated and Skilled Entrepreneurs” drivers, these areas are also very important for the Boonslick region. It is also important to point out that this survey deals with the perception of these areas. This is important because a negative perception does not always mean that something is actually wrong. Very often negative views are based on lack of or limited information about an issue. On the other hand, negative perceptions can also help guide policy makers towards specific issues that small business owners would like to see changed or improved. In addition, it could mean that more education and communication on specific issues is needed throughout Missouri. While Missouri did not receive a top grade by small business owners, it should not go unnoticed that the state’s economic development agency was named the best in the nation (Office of Missouri Governor, 2014 AEDI/Pollina Corporate). The honor was given due to the economic development agency’s “efforts on marketing of the state to employers, efforts for attracting new business and assisting existing state employers”. Over 30 factors were used in the selection process to rank all 50 states. Missouri was also ranked 8th on the Pollina Corporate Top 10 Pro-Business States in 2014 (American Economic Development Institute, 2014), adding credibility to the state’s overall strong business and regulatory environment.

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Table 6.1 – Missouri Small Business Friendliness Survey Source: http://www.thumbtack.com/mo#/2015/10

Grade Survey Question 2012 2013 2014 2015 Overall friendliness

In general, how would you rate your state’s support of small business owners?

B- C C B

Ease of starting a business

How difficult or easy do you think it is to start a business in your state?

B B- C A-

Ease of hiring How difficult or easy is it to hire a new employ at your business?

C+ B C- C+

Regulations How unfriendly or friendly is your state or local government with regard to business regulations generally?

C+ C+ B- B

Health & safety How unfriendly or friendly is your state or local government with regard to health and safety regulations?

C- B B A-

Employment, labor & hiring

How unfriendly or friendly is your state or local government with regard to employment, labor & hiring regulations?

C+ C C- B

Tax code How unfriendly or friendly is your state or local government with regard to tax code and tax-related regulations?

B- B- C+ B+

Licensing How unfriendly or friendly is your state or local government with regard to licensing forms, requirements and fees?

C+ B- C+ B-

Environmental How unfriendly or friendly is your state or local government with regard to environmental regulations?

C- C+ A B

Zoning How unfriendly or friendly is your state or local government with regard to zoning or land use regulations?

C- B A- B-

Training & networking programs

Does your state or local government offer helpful training or networking programs for small business owners?

N/A D+ F F

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Summary Optimizing the Regulatory Environment


§ State of Missouri Department of Economic Development named best in nation in 2014

§ Stakeholders generally have a negative view of state and local regulations affecting small businesses

§ Although entrepreneurs report mixed experiences with local government, they report that some municipalities are not responsive to their needs

Opportunities

§ Local governments should hold listening sessions with business owners, entrepreneurs, economic developers, and other leaders to discuss local regulations and processes affecting business

§ Local governments should identify ways to make business licensing and other requirements easily accessible and more transparent

63

Development Resources Optimizing the Regulatory Environment

Federal and State Legislators

Name Type Address Phone

Roy Blunt Senator 1001 Cherry Street, Suite 104, Columbia, MO 65201 (573) 442-8151

Robert Cornejo MO House of Representative, District 064

201 W Capital Ave, Room 115-B, Jefferson City, MO 65101 (573) 751-1484

Bart Korman MO House of Representative, District 042

201 W Capital Ave, Room 113, Jefferson City, MO 65101 (573) 751-2689

Blaine Luetkemeyer U.S. Representative, MO 3rd District

2117 Missouri Boulevard Jefferson, City, MO 65109 (573) 635-7232

Claire McCaskill Senator 28 N. 8th St., Ste. 500, Columbia, MO 65201 (573) 442-7130

Randy Pietzman MO House of Representative, District 041

201 W Capital Ave, Room 201-D, Jefferson City, MO 65101 (573) 751-9459

Jeanie Riddle Senator 201 W Capital Ave, Room 431 Jefferson City, MO 65101 (573) 751-2757

Bryan Spencer MO House of Representative, District 063

201 W Capital Ave, Room 200-B, Jefferson City, MO 65101 (573) 751-1460

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Part IV. Summary & Recommendations Summary The following three pages summarize the strengths, challenges, and opportunities in the region. The results are encouraging overall, as the region has many strong assets to build upon and the potential to provide an even more robust ecosystem. Regional Strengths The region’s main strengths include:

- The percentage of adults with some college or an associates degree has increased in the last decade.

- The population of young adults is increasing. - There is significant entrepreneurial talent in the region, especially among experienced

and successful entrepreneurs. - Technical and community colleges, even though located outside the region, offer

important training to technical workers. - There has been an increase in the number of tech-related jobs. - The presence of highly-skilled technical workers in advanced manufacturing, such as

metal-working, is an asset for the region. - The metal-working cluster provides a platform for the diffusion of new technologies

and innovation leading to the increased competitiveness of these companies. - Entrepreneurs and stakeholders report that local banks are progressive, supportive of

entrepreneurs, and willing to lend to new businesses. - There has been a recent increase in loan officers in the region, indicating expanded

access to capital assistance from banks. - Entrepreneurs report that local economic development organizations, city, county, and

regional, provided assistance with financing economic development projects. - Stakeholders report an openness and willingness for businesses and residents to

work together collaboratively. - Chambers of commerce and economic development groups in the region are active. - There is a strong core of community-based organizations to support quality of life in

the region. - The Department of Economic Development for the State of Missouri was named the

best in the nation in 2014.

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Regional Challenges The Boonslick region experienced some challenges that may affect entrepreneurs’ abilities to thrive and succeed. These are areas where both public and private entities can come together and make investments to improve the area’s foundation for fostering entrepreneurship. None of these things can be fixed overnight and priorities must be made to determine which to deal with first, but the goal should be to make long-term investments in high-impact initiatives. The region’s main challenges include:

- Workforce is the overriding issue among stakeholders and entrepreneurs, especially in technical occupations, such as machinists, welders, electricians, etc.

- Stronger partnerships are needed between educational institutions (high schools, technical colleges, four year colleges) and local businesses.

- There are limited programs available to train small business owners and entrepreneurs.

- Business counseling to prospective and experienced entrepreneurs is not widely available.

- Entrepreneurship could be incorporated into the school curriculum for the benefit of youth.

- A sizeable share of the rural population in the region does not have access to broadband Internet service.

- Stakeholders perceive a shortage of IT professionals - Stakeholders and entrepreneurs would like more technical assistance and support

from institutions of higher education. - There are no reports of angel investors or venture capital firms providing capital for

higher risk equity investments in high growth firms. - Many entrepreneurs report that it is sometimes difficult to find out information on

financial incentives and tools available from government. - Awareness of entrepreneurs by public officials and residents could be enhanced. - Communication across organizations and across local governments could be

improved. - Stakeholders generally have a negative view of state and local regulations affecting

small businesses. - Although entrepreneurs report mixed experiences with local government, they report

that some municipalities are not responsive to their needs. - Venues for entrepreneurs to connect and share information are limited.

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Recommendations for Improving the Ecosystem In this final section of the report, specific recommendations for improving the Boonslick region’s entrepreneurial ecosystem are advanced. Clearly, this is an ambitious listing of action items that will take years to complete if indeed all recommendations can be implemented. The Boonslick Regional Planning Commission should convene stakeholders from the region to determine which recommendations are priorities and decide how best to proceed with implementation. For most recommendations, examples of successful programs elsewhere in the country are provided to illustrate possible approaches. In one case, two similar recommendations have been combined.


RECOMMENDATIONS 1. Expand training opportunities for prospective entrepreneurs on how to start a

business and add training courses for experience entrepreneurs on specialized topics.

2. Increase business counseling services to entrepreneurs in the region. [Note: this is combined with a recommendation in the Cultivating Technology Exchange and Innovation section, “Expanded outreach and technical assistance to businesses from institutions of higher education, such as the University of Missouri Extension and the Small Business Development Center at St. Charles Community College, would likely improve the competitiveness of local companies.”]

3. Incorporate entrepreneurship into the high school, or even middle school, curriculum.

4. Improve technical training in the region to add skilled workers as machinists, welders, electricians, etc. Investigate the feasibility of a technical college located in the Boonslick region.

5. Strengthen partnerships between education and business, such as expanding internship opportunities for students.

Recommendation one, two and three relate to the training and education of entrepreneurs. There is a need for the region’s educational and support organizations to collaborate and invest in new training opportunities for entrepreneurs. One-on-one business counseling services from the SBDC, SCORE, and other sources need to be expanded. Finally, young people in high school and middle school, as the future leaders of the community, need to be exposed to entrepreneurship in the schools and encouraged to start their own businesses. Recommendation four and five address the need for skilled workers in technical fields, not requiring a college education. Recommendations four and five address that issue. One option is to bring more technical training into high schools and even to start a new technical school in the region. A key element of success will be developing close partnerships between educational institutions and businesses, for example, enabling high school students to serve internships at local machine shops.

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Example: Youth CEO Program Source: http://www.midlandinstitute.com/What-Is-CEO Multiple youth entrepreneurship programs have been developed for schools to use. One of these is the CEO program developed by Midland Institute for Entrepreneurship’s Creating Entrepreneurial Opportunities in Effingham, Illinois. The program is funded by business investors and is open to high schools juniors and seniors. It serves both private and public schools and it utilizes the region’s own businesses as classrooms. One of the most impressive aspects of the program is that every student member is connected with a mentor from the business community. Many other communities have adopted the program, including Union County Illinois, www.unioncountyceo.com

Example: LaunchU Course Source: innovateu.talentlms.com LaunchU (formerly Operation JumpStart) is an entrepreneurship training class that can be offered both in-class and online. The class can be used as-is or adapted to various classroom settings. The program helps aspiring entrepreneurs learn fundamental business skills, how to evaluate a start-up idea, and how to bring an idea to the market. It allows for individuals to become trained facilitators of the course material. The region should have at least one trained facilitator for each county or community, so entrepreneurship courses can be reached by all aspiring entrepreneurs.

Example: Biz Boot Camp (West Plains, MO) Source: http://ozsbi.com/registerbizbootcamp The Biz Boot Camp in West Plains, Missouri, was held for the second time in the summer of 2015. The three-day entrepreneurship camp is focused on promoting entrepreneurship to the region’s teenagers. Camp students learn the basics of starting a business, visit and network with multiple regional businesses, and participate in hands-on activities. To facilitate activities and run the camp, students from the regional university help out. Biz Boot Camp is hosted by Ozarks Small Business Incubator, with the support and help from multiple regional partners.

Example: University of Missouri 4-H Build-a-Business Camp Source: http://4h.missouri.edu/programs/summers/buildabiz/index.htm The University of Missouri and Missouri 4-H collaborate on an entrepreneurship summer camp for young people. The camp focuses on hands-on experience, mentoring, and starting your own business. The camp accepts young people aged 12 to 18. It also includes a business idea pitch competition at the end of the week. The region could reach out to the University of Missouri 4-H Build-a-Business Camp coordinators and discuss ways to adapt and implement a similar concept in the Northwest Missouri region. The region’s high schools and universities/colleges should participate in this project, along with economic developers, chambers of commerce, and regional businesses.

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Example: Northwest Missouri Enterprise Facilitation Source: www.nwmef.org An innovative approach to helping entrepreneurs is through an “enterprise facilitator” who coaches and encourages anyone with an idea for a business. This approach is particularly effective with prospective entrepreneurs who are passionate about an idea but need help to move it forward. The Sirolli Institute (sirolli.com) pioneered enterprise facilitation which has spread to many regions of the country, including Northwest Missouri. The lead organization in Northwest Missouri region also hosts workshops to help aspiring entrepreneurs develop their business ideas.

Example: Lake Area Technical Institute Source: http://www.thirdway.org/report/the-7-habits-of-highly-effective-workforce-programs www.lakeareatech.edu Lake Area Technical Institute (LATI), a small technical college in Watertown, South Dakota, follows a hands-on approach with students and the local business community. Local employers often struggle to find qualified workers in fields such as automotive technology, precision machining, robotics, and welding. Businesses serve on professional advisory boards and consult regularly with LATI faculty on curriculum. This is part of LATI’s commitment to a cutting-edge technical education that meets the needs of South Dakota companies. Employers not only help LATI develop curriculum, they also provide an educational component themselves by hosting workshops and seminars for students in their field.

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RECOMMENDATIONS 1. More training should be made available to individuals interested in careers in the

field of information technology. 2. The school curriculum in Science, Technology, and Math (STEM) should be

expanded with more internship opportunities available in local businesses. 3. Improve Access to High-Speed Broadband 4. Convene businesses, entrepreneurs, local government, educational institutions,

and civic organizations to improve the workforce and expand networks of innovation.

There are several ways in which tech-based training can be offered in the region. The traditional route is to add more tech-focused curriculum in the school system. While this is an important, it is not the only option available. Developing tech-focused education outside of a formal school setting can be achieved. Online resources are growing at a fast pace and are available to local businesses. Offering face-to-face tech-focused workshops is another option that can help educate people about new technological developments such as 3D printing, virtual realty, nano technology, etc. A third option is to create open, free coding courses across the region and invite anyone to participate. Access to high-speed internet is a key component of participating in the modern economy and allowing regional entrepreneurs to succeed on a national and global scale. Small businesses can gain access to bigger markets and increase their profitability, while new entrepreneurs can become part of the market much faster by doing better market research, finding suppliers and buyers, and developing partnerships beyond local boundaries. Stakeholders identified a need for more information-sharing across organizational lines. We recommend that the Boonslick Regional Planning Council convene stakeholders to discuss this report and more broadly, to address collaboration for regional economic development. It is essential that entrepreneurs be represented at this meeting.

Example: LaunchCode Source: www.launchcode.org LaunchCode is a program first launched in St. Louis that provides opportunities for un/under-educated individuals to get new tech-skills needed by more and more companies. LaunchCode not only helps people get new tech-skills, but they also help them connect with companies in need of those skills. It works as a match-making service that ensures both sides get what they want. The program is currently in the process of expanding to new cities. The region should consider ways to develop similar open, free/inexpensive educational opportunities in coding and computer science. This is a very powerful way to expose the next generation, people looking to make a career change, and the un/under-employed to the new skill sets.

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Example: Rural Sourcing Source: www.ruralsourcing.com Rural Sourcing Inc. is a company that connects companies with qualified IT professionals living in mediums sized cities in the U.S. to help large companies get quality IT services at lower costs without having to outsource to other countries. This allows IT professionals to have thriving careers without being forced to relocate to major metro cities to find jobs. One of their development centers is located in Jonesboro, AR, a city with 69,000 residents.

Example: 100 Girls of Code Source: www.100girlsofcode.comwww.100girlsofcode.com 100 Girls of Code is a program that is focused on encouraging and education the next generation of girls about career opportunities in the STEM fields. They have developed four different programs aimed at teaching the basic concepts of programing and computer science. The programs range in time and cost from free one-day work shops to $300 for a one week workshop. There are currently 22 cities in the midwest that have set up a 100 Girls of Code chapter to offer these programs. One of the main great benefits of developing a concept like this is that it increases the potential for long-term impact on the supply and quality of skilled IT professionals in the region. When the next generation (girls and boys) are thought the value and fun of computer science, it makes it more likely that they will develop those skills further and bring them with them to the workforce years later.

Example: Project Lead the Way Source: https://pltw.mst.edu Missouri has an innovative program called Project Lead the Way (PLTW) that allows students to gain early exposure and hands on experiences in engineering, biomechanics, aeronautics, biomedical sciences and applied math fields. Through an engaging, hands-on curriculum, PLTW encourages the development of problem-solving skills, critical thinking, creative and innovative reasoning, and a love of learning. Students are exposed to STEM careers through professionals from local industries who supplement the curriculum through mentorships and workplace experiences.

Example: Kennett City Light Gas and Water Source: www.clgw.net/it.php Kennett, Missouri, invested in a municipally owned and controlled fiber network, City Light Gas and Water (CLGW) that provides fiber internet access to over 1,000 residential homes and businesses. Kennett’s CLGW also provides free wi-fi access points at public parks and at the Kennett Airport.

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Example: PANGAEA Source: www.pangaea.us In 2002, Tryon, North Carolina, a small city of less than 2,000 decided that high-quality internet access to residents, schools, and businesses, was a city priority. Without the support of private internet providers, the city took action and applied for state grants to create a state of the art fiber-optic network. To ensure that schools, residents, and businesses had access to the high-speed internet at affordable rates, a 501(c)3 nonprofit organization was created to manage the network.

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Improving Access to Capital

RECOMMENDATIONS 1. Improve access to information on financing programs for small businesses by

consolidating information from banks, local governments, regional planning commission, and other organizations, possibly listing all on a website.

2. Investigate the possibility of forming a network of angel investors or a pooled fund from local banks to provide investment in potentially higher-risk, faster-growth companies.

The region lacks a formal group of local investors who are willing to take risk and invest in regional entrepreneurs and start-ups. While there may be individual investors available, the important thing is to create a formalized group and build a network of investors and entrepreneurs around them. In the long run this may also help attract entrepreneurs from outside the region to consider locating their business in the region. An investor group can also be directly connected with a business plan competition to help reach the best entrepreneurial ideas.

Example: Tools for Business Success Source: http://www.toolsforbusiness.info This web-based resource provides a turnkey, but customizable website that can provide communities and regions immediate online resources for entrepreneurs. The sites are field-tested, work well and are very affordable. An efficient and effective website is important because many entrepreneurs go to the web long before they ever call a development office, often when they are up in the wee hours of the morning pondering a challenge.

Example: St. Louis Arch Grants Source: http://www.stlouisarchangels.com St. Louis Arch Angels is an investor group that is highly connected with St. Louis’ start-up scene and incubator network. They have multiple investment programs from seed to growth stage businesses. In 2014 they invested nearly $10 million in 21 different companies bringing their total investment portfolio above $50 million. One effective way of creating more opportunities for entrepreneurs and small businesses to access capital is through business plan competitions. Part of the way the St. Louis Arch Angels find entrepreneurs to invest in is through business plan competitions. It would be a great opportunity for the region to collaborate with St. Louis Arch Angels on developing a similar concept in the Northwest Missouri region.

Example: 1ST50K, Traverse Ventures Source: www.1st50k.org 1ST50K is a grant based business plan competition in Cape Girardeau, MO. The competition is held twice a year where winning start-up teams can receive up to $50,000 in non-dilutive grant money. The competition is financed through a local angel investor group, Traverse Ventures. This approach combines access to funding, education/training, and networking.

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RECOMMENDATIONS

1. Hold an Entrepreneurship Conference to raise awareness of entrepreneurship in the region and provide a forum for entrepreneurs to connect with one another.

2. Start a mentoring program for entrepreneurs by matching experienced entrepreneurs/business leaders with younger entrepreneurs.

3. Provide more networking opportunities, especially bringing together organizations, bringing together cities and local governments, and bringing together entrepreneurs.

4. Instigate a feasibility study for a business incubator or co-working space to be located within the region.

Mentoring groups can be an extraordinarily valuable resource for aspiring and existing entrepreneurs. Opportunities to gain feedback from experienced business professionals on a one-on-one basis are viewed as important support. Hiring marketing specialists, consultants, advisors, etc. is an expensive way to get good feedback. Mentoring can provide the needed help at a much lower cost. Mentoring also provides experienced business professional with the opportunity to give back to the business community. Sharing their knowledge and experience is something many entrepreneurs in the region are excited to do.

Example: EntreFest Source: http://www.entrefest.com/schedule/ EntreFest is a major conference in Iowa that combines training, workshops, and celebrations of entrepreneurship. In 2015, more than 1,000 people attended the conference held in iowa City which featured 100 speakers, resources, meetups, office hours, parties and discussions. It is designed for everyone building the future of Iowa's companies, economy and communities.

Example: Fairfield Entrepreneur Association Source: http://181.224.147.228/~iira4705/wp-content/uploads/2014/08/Open-Source-Rural-Entrepreneurial-Development.pdf Fairfield, Iowa is a town of approximately 9,500 people in southeastern Iowa that has developed a very entrepreneurial culture. At one point, Fairfield had attracted more venture capital investment than the rest of Iowa combined. The community has embraced economic gardening, working to provide economic gardening hot spots across the community where entrepreneurs can access resources and assistance. One element of that success has been the willingness of entrepreneurs to share their business models and assist one another with problems that arise in their businesses.

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Example: 1 Million Cups Source: www.1millioncups.com A great event that was developed precisely for the purpose of promoting entrepreneurs and networking is 1 Million Cups. The concept was developed by the Kauffman Foundation as a platform to bring entrepreneurs and entrepreneur-supporters together in a room to share ideas and provide feedback on entrepreneurial concepts. The event starts with an entrepreneur who presents his/her idea for 6 minutes, followed by a 15 minute feedback and Q&A section. The goal is not only to help the entrepreneur improve their business idea, but also to inspire the community to support local entrepreneurs. Another goal is to help entrepreneurs network and get connected to potential partners, customers, investors, mentors, etc.

Example: XLR8 Source: www.xlr8.org A relatively new tool for creating stronger entrepreneurship and business communities/network is the online platform XLR8. The platform allows a community or region to create their own regionally focused community of business leaders, entrepreneurs, support organizations, etc. One of the goals is to help connect individuals based on a supply and demand of specific skills and knowledge. For example, if an aspiring entrepreneur needs help with developing an app, but does not know anyone personally or professionally, the XLR8 platform will allow the entrepreneur to identify any app-developer within the regional community and connect directly through that. The region could set up their own community and promote the use of the platform to help build a regional network of entrepreneurs and business professionals.

Example: T-Rex Source: http://www.downtowntrex.org Like a magnet, T-REX attracts innovation to downtown St. Louis, Missouri. A coworking space and technology incubator that offers a blank canvas—a space where ideas are conceived and brought to fruition. An environment that serves as a network of creativity, where abstraction finds clarity amongst a collection of bright and dedicated minds. Hovering above a vivacious, animated city, they’re now home to a growing community of entrepreneurs, developers, designers, mentors, educators and more.

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RECOMMENDATIONS 1. Local governments should hold listening sessions with business owners,

entrepreneurs, economic developers, and other leaders to discuss local regulations and processes affecting business.

2. Identify ways to make business licensing and other requirements easily accessible and more transparent.

Conduct annual survey to gauge small business owner’s perception of the regulatory environment. This will help track the general attitude and perception of how well public institutions are supporting them. It will also help identify what areas of the regulatory environment small businesses feel needs to be improved the most. Results should be presented to community leaders and policy makers on an annual basis.

Example: Small Business Friendliness Survey Methodology Source: https://www.thumbtack.com/mo/#/2015/1 Use the Small Business Friendliness Survey methodology to guide the questions and format of the survey. Using the same structure will create benchmark results of the region’s regulatory environment against Missouri and other states.

Example: Accelerate St. Louis Source: www.acceleratestlouis.org Accelerate St. Louis is an online platform to provides key information to entrepreneurs, investors, businesses, support organizations, and other stakeholders in the entrepreneurial ecosystem. Accelerate St. Louis helps facilitate information sharing and communication within the St. Louis entrepreneurship ecosystem, but also helps promote it to the outside world. Their website is a great example of a central platform that helps entrepreneurs navigate all the resources, news, advice, and other information relevant to starting and running a business.

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Part V. Appendices Appendix I - Methodology

Six different data driven tools are used to analyze the entrepreneurial and innovative activities that support the entrepreneurial ecosystem in the region. These data tools include: (1) a regional survey; (2) an interactive focus group; (3) the National Establishment Time Series (NETS); (4) industry clusters; (5) occupation clusters; (6) U.S. Census data. Throughout the analysis these tools will be used to highlight key factors related to strengths and challenges faced by the Boonslick region’s entrepreneurial ecosystem. The survey and focus group data tools are primarily subjective in that they capture individual views and attitudes towards various factors related to the entrepreneurial ecosystem. In contrast, the remaining four tools are objective in that they capture measurable variables related to economic dynamics. The research takes the findings from the data tools and applies them to the policy framework (Stapleton, 2012). The policy framework is comprised of five key drivers related to developing and fostering a strong, competitive entrepreneurial ecosystem. The five drivers are:

Policy Framework

Data Tools 1. Survey Surveys were sent out to regional stakeholders to learn more about their attitudes, perceptions, and priorities concerning the region’s strengths and weaknesses in supporting entrepreneurs. Stakeholders include policy makers, business owners, former business owners, and economic developers. Participants were asked dozens of questions from which responses were collected




Improving Access to Capital


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and analyzed. For example, participants were asked to rate the regional importance of various entities including regional universities, banks, business suppliers, etc. The report highlights differences in opinions between respondents, particularly those who have started their own business and those who have not. This will help highlight any disconnects between the attitudes, perceptions, and priorities of the different types of regional stakeholders. 2. Focus Group and Interviews In order to get more detailed conversational feedback from regional stakeholders, an interactive focus group session was conducted. This session began with a presentation of a portion of the data analysis. After this, the focus group was conducted utilizing a game called Up and Out: Entrepreneurship Edition to help facilitate and guide an interactive conversation. The game provides participants with dozens of examples of ways participants could potentially make improvements to the region’s entrepreneurial ecosystem. By the end of the game, participants narrowed down the potential implementation strategies to a short list of the ones they felt would be the most important to invest in. Interviews were conducted with local entrepreneurs on an individual basis to understand their experiences and perspectives. Specifically, they explained in-depth:

• Their experience in starting a business • The assistance they received within the region • Their suggestions on how the support for entrepreneurs could be improved • Their sense of the entrepreneurial spirit and culture within the region

3. National Establishment Time Series The National Establishment Time Series (NETS) data provides detailed insights into job dynamics in the region. The main question to look at when using this data is, “where are most new and existing jobs concentrated?”. To answer this question the data shows the number of jobs broken down by establishment size. The size breakdown is as follows: self-employed, 2 to 9 employees, 10 to 99 employees, 100 to 499 employees, and 500 plus employees. The data covers the time period from 2002 to 2013. When discussing this data it is important to understand the definition of an establishment. An establishment is considered a business unit that provides goods or services at a single physical location. This means that if a company has two or more locations in the region, each location and corresponding jobs are counted separately. Additionally, the data looks at jobs rather than just full-time employees, so it includes part-time employees, undocumented workers, and people working more than one job. This way the data captures a more detailed overview of actual job dynamics. Using this data helps identify how well the region is doing with respect to fostering small and medium sized establishments. Showing that new jobs come from small and medium sized establishments is vital to understanding the importance of investing in the entrepreneurial ecosystem. Full data sets have been provided in appendix III.

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4. Industry Cluster Economic Modeling Specialists, Intl (EMSI) provides a data tool to analyze a region’s industry cluster performance. Industry cluster analysis recognizes that industries in related sectors tend to cluster together geographically. A key advantage of using industry clusters for analysis, instead of standard industry breakdowns based on traditional NAICS codes, is industry clusters can help identify existing and potential areas of competitive advantage for the region. Based on “Porter’s diamond”, the competitive advantage derives from four factors:

1) Factor or input conditions – Talent attraction, access to skilled labor pools, access to specialized suppliers, educational institutes with expert faculty, supportive infrastructure, etc. 2) Demand conditions – Higher than average home-market demand leading to faster and better innovations and product improvements that can be transferred to other markets. 3) Related and supporting industries – Close relationships between interrelated non-competing industries or suppliers in related industries, where the firms in the core cluster can gather unique know-how, have direct access to unique resources, and benefit from established supplier and customer channels. 4) Firm strategy, structure and rivalry – Management practices favored in a specific region, laws and regulations unique to the state or nation, public and private investment practices and efforts to support certain industries, and the culture of competition and cooperation that may lead to new and innovative relationships and business practices.

Source: The competitive Advantage of Nations, Michael Porter (1990)

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Every cluster in a region will have unique characteristics, but these four conditions will be important to all clusters and the ultimate ability of its component firms to compete in the national and global economy. Industry cluster performance is ranked by using five key performance metrics and “weighting” each according to importance:

1) Earnings (“important”) - how important is it that industries have high earnings per worker? 2) Growth (“very important”) - How important is it that industries have high overall job growth? 3) Regional Competitiveness (“very important) - How important is it that regional job growth

exceeds the national average job growth for an industry? 4) Regional Specialization (“very important”) - How important is it that regional job

concentration is higher than the national average job? 5) GRP (“not important”) - How important is it that industries make a high contribution to

overall gross regional product? Each unique cluster consists of industries broken down by six digit NAICS codes. The clusters in this analysis are defined according to the methodology of Harvard Business. This methodology breaks possible industry clusters into 71 unique categories. A detailed data overview of each county’s industry clusters is provided in appendix IV. 5. Occupations Occupational workforce data analysis can work as a standalone tool or as an extension to the Industry Cluster analysis. In this report it is used in the latter way. Occupational data is an approach that looks at the specific knowledge, skills and abilities of regional employees in certain job types. This is a helpful way to compare what jobs (and presumably knowledge, skills and abilities) are prevalent in a region to what industry clusters are strong. The optimal result is one where a region has a set up core industry clusters backed up by strong occupational data that can support the companies in those industry clusters. Occupational data takes multiple sources into consideration when calculating the employment numbers. These sources include the Bureau of Labor Statistics’ Quarterly Census of Earnings and Wages (QCEW) Employees, Non-QCEW Employees, Self-Employed, and Extended Proprietors. The data set is derived from the Economic Modeling Intl, Inc (EMSI) software. Using the occupational data also provides an opportunity to create and analyze occupational clusters. This is done by combining employment data from occupation types that tend to require similar knowledge, skills, education. This is helpful when trying to compare Industry Cluster data with what specific occupations are prevalent in a region. For example, a region with a strong technology based industry cluster would be expected to also have a strong base of tech-focused occupations. Conversely, if a region wishes to create more tech-driven companies it would be help to look at what tech-occupations are already prevalent and which are missing to achieve this goal. 6. Census Census data is the procedure of systematically acquiring and recording information about the members of a given population. It is a regularly occurring and official count of a particular

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population. A census can be contrasted with sampling in which information is obtained only from a subset of a population, typically main population estimates are updated by such intercensal estimates. An intercensal estimate is an estimate of population between official census dates with both of the census counts being known. Census counts are necessary to adjust to adjust samples to be representative of a population by weighting them as common in opinion polling. Using census data helps give an understanding of the specific region dynamics as provided specifically by local residents. Various data points from the U.S. Census source are used throughout the report to highlight key economic factors.

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Appendix II - Survey Template & Feedback

Survey Demographics Male 52.46% Female 47.54%

Business owner 37.70% Employee 42.62% Unemployed 0.00% Retired 19.67% Have started a business at some point 50.82% Have not started a business at some point 49.18%

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Please rate the region's current performance on each factor. (1 = poor, 2= fair, 3= good, 4= excellent) Average # of

answers 1 2 3 4

The region's overall quality of life.

2.85 48 4.17% 25.0% 52.0% 18.7%

The overall quality of the region's community and technical colleges.

2.48 48 14.5% 33.3% 41.7% 10.4%

The overall quality of the region's 4-year colleges and universities.

2.43 47 17.02% 34.0% 38.3% 10.6%

The availability of regional college and university internship programs.

2.00 47 19.15% 63.83% 14.8% 2.1%

The quality of technical assistance offered by regional colleges and universities to businesses.

2.04 48 22.92% 54.17% 18.7% 4.1%

The quality of collaboration between businesses and regional college/universities.

2.04 47 27.6% 44.6% 23.40%

4.2%

The availability of top managers in the region.

2.15 46 17.3% 54.3% 23.91%

4.3%

The availability of information technology professionals in the region.

2.25 48 16.6% 50.0% 25.00%

8.3%

The availability of risk capital from investors in the region.

1.92 48 27.0% 58.3% 10.42%

4.1%

The availability of risk capital from angel investors in the region.

1.71 48 37.5% 56.2% 4.17% 2.0%

The availability of capital from banks in the region.

2.48 48 6.2% 47.9% 37.5% 8.3%

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Please rate the region's current performance on each factor. (1 = poor, 2= fair, 3= good, 4= excellent) Average # of

answers 1 2 3 4

State and local governmental regulations that support small businesses.

1.96 46 28.2% 50.0% 19.5% 2.1%

The level of taxation on small businesses.

1.93 46 32.6% 43.3% 21.7% 2.1%

The effectiveness of government-sponsored growth incentives (tax breaks, seed funding, etc.)

1.83 46 45.6% 30.4% 19.5% 4.3%

The effectiveness of regional programs to help start-up businesses.

1.76 46 39.1% 47.8% 10.8% 2.1%

The effectiveness of regional programs to train entrepreneurs

1.76 46 41.3% 43.4% 13.0% 2.1%

Overall, how important are each of the following entities to your region's ability to innovate? (1= not important at all, 2=somewhat important, 3=important, 4=very important) Average # of

answers 1 2 3 4

Universities and 4-Year Colleges 2.87 45 13.3% 17.7% 37.7% 31.1%

Community/Technical Colleges 3.18 45 8.8% 8.8% 37.7% 44.4%

Other businesses in your region 3.11 45 4.4% 13.3% 48.8% 33.3% Regional Business Suppliers 2.69 45 6.6% 33.3% 28.8% 15.5% Banks 3.07 45 4.4% 20.0% 40.0% 35.5%

Venture Capital Firms 2.42 45 22.2% 28.8% 33.3% 15.5% Angel Investors 2.38 45 22.2% 33.3% 28.8% 15.5%

Business Incubators 2.64 45 17.7% 24.4% 33.3% 24.4%

Industry or Cluster Associations 2.76 45 8.8% 26.6% 44.4% 20.0%

Entrepreneurial Networks 2.78 45 8.8% 26.6% 42.2% 22.2%

Small Business Technology and Development Centers

2.89 45 6.6% 20.0% 51.1% 22.2%

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Please rate the following statements on how true or false they are in your region (1=very false, 2=mostly false, 3=mostly true, 4=very true) Average # of

answers 1 2 3 4

"New residents can easily integrate into the regional business community."

2.43 44 13.6% 34.0% 47.7% 4.5%

"The region is a welcoming, tolerant, and attractive place for people of diverse backgrounds."

2.43 44 13.6% 36.3% 43.1% 6.8%

"Leaders in the region are responsive to the needs of all the regional residents, irrespective of ethnicity, cultural heritage, gender, or lifestyle."

2.59 44 15.9% 18.1% 56.8% 9.0%

"The business culture in the region understands failure as part of the learning and innovation process."

2.59 44 6.8% 34.0% 52.2% 6.8%

"People from different industry and economic sectors frequently interact in the region."

2.57 44 9.0% 31.8% 52.2% 6.8%

"The region celebrates the growth of companies, not just the absolute size of companies."

2.68 44 9.0% 22.7% 59.0% 9.0%

"Artists and business-people frequently interact in the region."

2.23 44 13.6% 52.2% 31.8% 2.2%

"Local government institutions eagerly partner with the private sector to promote new business development."

2.41 44 13.6% 34.0% 50.0% 2.2%

"Business leaders in the region treat entrepreneurs, start-ups, and new companies as full partners in all aspects of industry cooperation."

2.59 44 9.0% 36.3% 40.9% 13.6%

"Business leaders proactively share information and resources when possible"

2.55 44 9.0% 34.0% 50.0% 6.8%

"Regional residents actively participate in community development organizations and projects"

2.55 44 15.9% 25.0% 47.7% 11.3%

"Successful business people in the region actively invest in economic development projects and start-up ventures."

2.73 44 6.8% 27.2% 52.2% 13.6%

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12. Consider your entire regional business environment, please list and explain the most important regional issue(s) that should be addressed to improve your region’s business climate and community “Start with an initial position of trust and interest in new business ventures settling in the area, rather than suspicion and diffidence. Give a newcomer a chance to prove themselves and their business or venture. A mutual positive and open attitude will-- in most cases-- produce a win-win scenario for individuals, the business, the community and local government.” “Few Towns need to cleanup their properties to make them more attractive to new business's, individuals to live there.” “To keep business coming to our region - small and large.” “Training and availability of capital.” “Not Qualified to answer.” “We need high speed internet. Availability of high sped internet is just like running water and electricity a century ago. Warren County can not developed the business as required to compete today without this basic utility.” “Work ethic in the work force, especially the younger generations just starting out and short term workers.” “Local gov't/individuals need to be educated on what it takes to draw a new business into the area. Presently their thought process in this regard is backwards.” “Local business climate and support of the municipal government.” “People do not want to work because there is too much free help they can get (food pantries, housing assistance, etc.). People feel they are owed help and do not want or feel the need to work. There is no work ethic or pride in having a job and doing it well to help the business grow and enable them to grow with the business.” “Have government stop competing with entrepreneurs.” “The grade school/high school education for non-college bound students is very poor Political elected officials, County and City, not engaged in real business development, and in the Cities case, truly anti-business current local and county business tax burden at max , any increase will negatively affect growth.” “Infrastructure improvements of roads and utilities. Technical training/advanced education and job training for potential employees.” “The most important regional issue is without a doubt workforce. Numerous jobs available and people do not want to work.” “Industry development here is terrible, from the board to city and county officials.” “Do not continue to pay an economic development mgr and assistant who have never brought any business to the county.” “Entrepreneurial training 2D/3D tools skills start-up business processes and skills start-up investment funding sources skilled entrepreneurs to have a place to attempt a start-up.” “Business internships and partnerships with the local high school students/current college level students. I have heard several times now that there are a lot of jobs in the area that don't require college graduates, we need to let our young people know about this line of employment, and then work with the schools to make sure that students have the necessary skill set to acquire these jobs and be successful.” “Need to cultivate small businesses, entrepreneurs and turn ideas into jobs. Need to spread the word about preparing students for the workforce and occupation options in the future. Need to continue to seek out regional organizations to connect businesses.”

87

Appendix III - National Establishment Time Series

Boonslick - Total Regional Jobs Source: youreconomy.org, National Establishment Time Series 2002-2013

Establishment Size

2002 2003 2004 2005 2006 2007

Total 28,433 28,077 28,942 30,106 29,784 30,172 Self-employed 1,430 1,445 1,606 2,126 2,313 2,528 2 to 9 7,357 7,432 7,836 8,916 9,542 10,171 10 to 99 11,796 11,577 11,985 11,609 11,719 11,659 100 to 499 4,260 4,033 4,635 4,575 4,287 4,484 500+ 3,590 3,590 2,880 2,880 1,923 1,330

Boonslick - Total Regional Jobs (continued)

Source: youreconomy.org, National Establishment Time Series 2002-2013 Establishment Size

2008 2009 2010 2011 2012 2013

Total 31,203 29,830 31,525 32,771 32,441 33,159 Self-employed 2,701 2,405 3,274 2,872 2,373 1,962 2 to 9 10,874 10,105 11,052 11,135 11,080 10,712 10 to 99 11,752 11,413 11,490 12,297 12,624 13,996 100 to 499 4,546 4,577 4,379 5,137 5,034 5,159 500+ 1,330 1,330 1,330 1,330 1,330 1,330

Lincoln County Job Trends


2002 2003 2004 2005 2006 2007

Total 12,621 12,501 13,457 14,293 14,634 14,869 Self-employed 645 659 739 1,007 1,110 1,254 2 to 9 3,511 3,569 3,816 4,516 4,850 5,233 10 to 99 5,480 5,323 5,566 5,434 5,395 5,310 100 to 499 1,535 1,500 1,886 1,886 1,936 2,322 500+ 1,450 1,450 1,450 1,450 1,343 750

88

Lincoln County Job Trends (continued) Source: youreconomy.org, National Establishment Time Series 2002-2013

Establishment Size

2008 2009 2010 2011 2012 2013

Total 15,463 14,982 15,918 16,663 16,480 16,884 Self-employed 1,363 1,254 1,711 1,507 1,222 972 2 to 9 5,719 5,370 5,845 5,847 5,803 5,679 10 to 99 5,415 5,084 5,175 5,723 5,975 6,628 100 to 499 2,216 2,524 2,437 2,836 2,730 2,855 500+ 750 750 750 750 750 750

Montgomery County Job Trends Source: youreconomy.org, National Establishment Time Series 2002-2013

Establishment Size

2002 2003 2004 2005 2006 2007

Total 5,497 5,332 5,444 5,351 5,402 5,340 Self-employed 327 329 371 466 483 495 2 to 9 1,556 1,538 1,524 1,610 1,674 1,710 10 to 99 2,789 2,680 2,764 2,490 2,560 2,560 100 to 499 825 785 785 785 685 575 500+ 0 0 0 0 0 0

Montgomery County Job Trends (continued)


2008 2009 2010 2011 2012 2013

Total 5,583 5,306 5,544 5,693 5,604 6,004 Self-employed 519 464 587 524 445 381 2 to 9 1,756 1,621 1,765 1,843 1,856 1,797 10 to 99 2,533 2,446 2,417 2,451 2,428 2,951 100 to 499 775 775 775 875 875 875 500+ 0 0 0 0 0 0

Warren County Job Trends


2002 2003 2004 2005 2006 2007

Total 10,315 10,244 10,041 10,462 9,748 9,963 Self-employed 458 457 496 653 720 779 2 to 9 2,290 2,325 2,496 2,790 3,018 3,228 10 to 99 3,527 3,574 3,655 3,685 3,764 3,789 100 to 499 1,900 1,748 7,964 1,904 4,666 1,587 500+ 2,140 2,140 1,430 1,430 580 580

89

Warren County Job Trends (continued) Source: youreconomy.org, National Establishment Time Series 2002-2013

Establishment Size

2008 2009 2010 2011 2012 2013

Total 10,157 9,542 10,063 10,415 10,357 10,271 Self-employed 819 687 976 841 706 609 2 to 9 3,399 3,114 3,442 3,445 3,421 3,236 10 to 99 3,804 3,883 3,898 4,123 4,221 4,417 100 to 499 1,555 1,278 1,167 1,426 1,429 1,429 500+ 580 580 580 580 580 580

Boonslick - Total Regional Jobs by Industry

Source: EMSI NAICS 2002 2003 2004 2005 2006 2007 Agriculture, Forestry, Fishing and Hunting

2,892 2,771 2,739 2,709 2,620 2,628

Mining, Quarrying, and Oil and Gas Extraction

146 152 157 163 169 132

Utilities 200 183 215 208 193 203 Construction 2,985 3,190 3,439 3,792 3,986 3,803 Manufacturing 3,861 3,657 3,894 3,752 3,735 3,516 Wholesale Trade 814 831 848 757 805 875 Retail Trade 3,732 3,702 3,936 4,170 4,078 4,164 Transportation and Warehousing 1,301 1,329 1,442 1,382 1,408 1,470 Information 356 302 330 338 340 354 Finance and Insurance 896 969 991 1,076 1,099 1,203 Real Estate and Rental and Leasing 1,131 1,239 1,307 1,425 1,568 1,620 Professional, Scientific, and Technical Services

671 693 723 705 759 894

Management of Companies and Enterprises

53 39 36 56 82 32

Admin. and Support and Waste Management

981 1,003 1,106 1,176 1,178 1,201

Educational Services 158 181 181 193 281 259 Health Care and Social Assistance 1,814 1,819 1,977 2,069 2,021 2,135 Arts, Entertainment, and Recreation 423 436 389 428 428 424 Accommodation and Food Services 1,911 1,874 1,915 2,056 2,218 2,210 Other Services (Except Public Administration)

1,822 1,917 1,943 2,109 2,118 2,134

Public Administration 3,981 4,114 4,182 4,283 4,446 4,658 Undefined 0 0 0 0 0 0 Total Jobs 30,128 30,401 31,750 32,847 33,532 33,915

90

Boonslick - Total Regional Jobs by Industry (continued) Source: your economy.org, National Establishment Time Series 2002-2013

NAICS 2008 2009 2010 2011 2012 2013 Agriculture, Forestry, Fishing and Hunting

2,653 2,633 2,587 2,590 2,554 2,592


121 97 98 114 114 116

Utilities 199 175 204 183 185 174 Construction 3,382 3,086 2,872 2,968 2,925 2,972 Manufacturing 3,451 3,136 3,139 3,381 3,393 3,555 Wholesale Trade 924 863 775 773 749 697 Retail Trade 4,073 3,980 3,992 3,926 3,726 3,716 Transportation and Warehousing 1,507 1,395 1,236 1,287 1,316 1,321 Information 340 297 255 262 252 234 Finance and Insurance 1,203 1,287 1,278 1,483 1,364 1,405 Real Estate and Rental and Leasing 1,628 1,571 1,629 1,684 1,598 1,635 Professional, Scientific, and Technical Services

871 895 878 810 851 896


34 24 105 120 84 98

Admin. and Support and Waste Management

1,181 1,216 1,312 1,298 1,197 1,161

Educational Services 250 249 252 242 253 268 Health Care and Social Assistance 2,062 2,037 2,046 2,091 2,093 2,193 Arts, Entertainment, and Recreation 474 464 426 426 466 469 Accommodation and Food Services 2,121 2,081 2,076 2,007 2,011 2,087 Other Services (Except Public Administration)

2,089 2,094 2,000 2,024 2,175 2,150

Public Administration 4,823 4,841 4,701 4,659 4,747 4,816 Undefined 0 0 0 0 0 0 Total Jobs 33,386 32,419 31,861 32,327 32,055 32,556

91

Boonslick - Resident vs. Nonresident Establishment Jobs Source: youreconomy.org, National Establishment Time Series, 2002-2013

Resident Jobs 1 2 to 9 10 to 99 100 to

499 500+ Total

2002 1,311 6,536 9,673 2,163 2,180 21,863 2003 1,324 6,660 9,318 2,180 2,180 21,662 2004 1,479 7,044 9,627 2,084 2,180 22,414 2005 2,002 8,108 9,387 2,172 2,180 23,849 2006 2,186 8,634 9,558 2,040 1,330 23,748 2007 2,398 9,141 9,591 1,669 1,330 24,129 2008 2,581 9,851 9,766 1,837 1,330 25,365 2009 2,294 9,074 9,226 2,006 1,330 23,930 2010 3,142 9,887 9,151 1,915 1,330 25,425 2011 2,753 9,882 9,530 2,480 1,330 25,975 2012 2,262 9,824 9,897 2,649 1,330 25,962 2013 1,868 9,501 11,076 2,774 1,330 26,549

Boonslick - Resident vs. Nonresident Establishment Jobs

Source: youreconomy.org, National Establishment Time Series, 2002-2013 Nonresident Jobs 1 2 to 9 10 to 99 100 to

499 500+ Total

2002 13 185 987 1,153 700 3,038 2003 12 191 975 1,441 700 3,319 2004 11 235 1,034 2,091 700 4,071 2005 10 241 1,012 2,043 700 4,006 2006 11 274 922 1,887 593 3,687 2007 12 324 849 2,332 0 3,517 2008 9 302 794 2,226 0 3,331 2009 6 278 938 2,088 0 3,310 2010 6 280 1,067 1,981 0 3,334 2011 2 284 1,151 2,074 0 3,511 2012 2 277 1,069 1,802 0 3,150 2013 1 299 921 1,802 0 3,023

92

NAICS Code Definitions An overview of each NAICS code name and description of sub-industries considered a part of the overall industry. NAICS Name Description Agriculture, Forestry, Fishing and Hunting

• Crop Production (including grain, vegetable, fruit, tobacco, cotton, and sugar farming) • Animal Production and Aquaculture (including cattle, pig, poultry,

and sheep production) • Forestry and Logging • Fishing, Hunting, and Trapping • Support Activities for Agriculture and Forestry


• Oil and Gas Extraction • Mining (including coal, iron ore, silver, copper, lead, etc.) • Support Activities for Mining

Utilities • Utilities (including electric power generation, natural gas, and water, sewage and other systems)

Construction • Construction of buildings • Heavy and Civil Engineering Construction • Specialty Trade Contractors (including roofing, framing, electrical,

plumbing, etc.) Manufacturing • Food manufacturing

• Beverage and Tobacco Product Manufacturing • Textile Mills • Textile Product Mills • Apparel Manufacturing • Leather and Allied Product Manufacturing • Wood Product Manufacturing • Paper Manufacturing • Printing and Related Support Activities • Petroleum and Coal Products Manufacturing • Chemical Manufacturing • Plastic and Rubber Products Manufacturing • Nonmetallic Mineral Product Manufacturing • Primary Metal Manufacturing • Fabricated Metal Product Manufacturing • Machinery Manufacturing • Computer and Electronic Product Manufacturing • Electrical Equipment. Appliance and Component Manufacturing • Transportation Equipment Manufacturing • Furniture and Related Products Manufacturing • Miscellaneous Manufacturing

NAICS Name Description

93

Whole Sale • Merchant Wholesalers, durable goods (including cars, furniture, commercial equipment, industrial machinery, etc.) • Merchant Wholesalers, nondurable goods (including paper,

apparel, drugs, groceries, etc.) • Wholesale Electronic Markets and Agents and Brokers

Retail Trade • Motor Vehicle and Parts Dealers • Furniture and Home Furnishing Stores • Electronic and Appliance Stores • Building Material and Garden Equipment and Supplies Dealers • Food and Beverage Stores • Health and Personal Care Stores • Gasoline Stores • Clothing and Clothing Accessories Stores • Sporting Goods, Hobby, Musical Instruments, and Book Stores • General Merchandise Stores • Miscellaneous Stores (including florists, office supplies, pet

supplies, etc.) • Nonstore retailers (including electronic shopping, vending

machines, etc.) Transportation and Warehousing

• Air Transportation • Rail Transportation • Water Transportation • Truck Transportation • Transit and Ground Passenger Transportation • Pipeline Transportation • Scenic and Sightseeing Transportation • Support Activities for Transportation • Postal Service • Warehousing and Storage

Information • Publishing Industries (Except Internet) • Motion Picture and Sound Recording Industries • Broadcasting (except Internet) • Telecommunications • Data Processing, Hosting, and Related Services • Other Information Services

94

NAICS Name Description Finance and Insurance

• Monetary Authorities-Central Bank • Credit Intermediation and Related Activities • Securities, Commodity Contracts, and Other Financial Investments

and Related Activities • Insurance Carriers and Related Activities • Funds, Trusts, and Other Financial Vehicles

Real Estate and Rental and Leasing

• Real Estate • Rental and Leasing Services • Lessors of Nonfinancial Intangible Assets (except copyrighted

works) Professional, Scientific, and Technical Services

• Legal Services • Accounting, Tax Preparation, Bookkeeping, and Payroll Services • Architectural, Engineering, and Related Services • Specialized Design Services • Computer Systems Design and Related Services • Management, Scientific, and Technical Consulting Services • Scientific Research and Development Services • Advertising, Public Relations, and Related Services • Other Processional, Scientific, and Technical Services


• Offices of Bank Holding Companies • Corporate, Subsidiary, and Regional Managing Offices

Administrative and Support and Waste Management and Remediation Services

• Administrative and Support Services (including office admin., facility admin., employment services, collection agencies, travel agencies, investigation services, etc.) • Waste Management and Remediation Services (including waste

collection, waste treatment, waste landfill, materials recovery services, etc.)

Educational Services

• Elementary and Secondary Schools • Junior Colleges • Colleges, Universities, and Professional Schools, Business Schools

and Computer and Management Training • Technical and Trade Schools • Other Schools and Instruction • Educational Support Services

95

NAICS Name Description Health Care and Social Assistance

• Ambulatory Health Care Services (including physicians, dentist, outpatient care centers, home health care services, and other health practitioner offices) • Hospitals • Nursing and Residential Care Facilities • Social Assistance (including child and youth services, family

services, community food services, temporary shelters, child day care services, etc.)

Arts, Entertainment, and Recreation

• Performing Arts, Spectators Sports, and Related Industries • Museums, Historical Sites, and Similar Institutions • Amusement, Gambling, and Recreation Industries

Accommodation and Food Services

• Accommodation • Food Services and Drinking Places

Other Services (except public administration)

• Repair and Maintenance (including automobile, electronics, industrial machinery, etc. repair) • Personal and Laundry Services (including hair and nail salons,

funeral homes, pet care, parking lots, etc.) • Religious, Grantmaking, Civic, Professional, and Similar Services • Private Households

Public Administration • Executive, Legislative, and Other General Government Supports • Justice, Public Order, and Safety Activities • Administration of Human Resource Programs • Administration of Environmental Quality Programs • Administration of Housing Programs, Urban Planning, and

Community Development • Administration of Economic Programs • Space Research and Technology • National Security and International Affairs

96

Appendix IV - Industry Clusters Regional Industry Cluster Details The region’s highest ranked cluster is Automotive, with a score of 73 (out of 100) points. The average cluster score is 31 (out of 100) points. This is not a benchmark against other regions; it only compares the relative performance of the clusters to each other. Clusters ranked higher than 31 are above average for the region, while clusters ranked lower than 31 are below average. Top clusters must have a score of at least 37, while bottom clusters must have a score of 25 or less. These thresholds are determined by applying the average deviation (plus or minus 6) to the average cluster score 31. Job numbers are estimated as 2016 1st quarter primarily using the Bureau of Labor Statistics Quarterly Census of Earning and Wages (QCEW) Employees, Non-QCEW Employees, Self-Employed, and Extended Proprietors. Industry cluster performance score is ranked by using five key performance metrics and “weighting” each according to importance:

• Earnings (“important”) - how important is it that industries have high earnings per worker? • Growth (“very important”) - How important is it that industries have high overall job growth? • Regional Competitiveness (“very important) - How important is it that regional job growth

exceeds the national average job growth for an industry? • Regional Specialization (“very important”) - How important is it that regional job

concentration is higher than the national average job? • GRP (“not important”) - How important is it that industries make a high contribution to

overall gross regional?

Automotive Score: 73

NAICS Industry Jobs Score 331524 Aluminum Foundries (except Die-Casting) 728 100 336390 Other Motor Vehicle Parts Manufacturing 298 18 336999 All Other Transportation Equipment Manufacturing 72 32

Plastic

Score: 55 NAICS Industry Jobs Score 326140 Polystyrene Foam Product Manufacturing 234 57 326199 All Other Plastics Product Manufacturing 17 24

97

Local Education and Training Score: 54

NAICS Industry Jobs Score 611110 Elementary and Secondary Schools 121 22 611610 Fine Arts Schools 28 22 624310 Vocational Rehabilitation Services 122 32 903611 Elementary and Secondary Schools (Local Government) 2,277 58

Lighting and Electrical Equipment Score: 44

NAICS Industry Jobs Score 335313 Switchgear and Switchboard Apparatus Manufacturing 88 44

Food Processing and Manufacturing

Score: 42 NAICS Industry Jobs Score 311821 Cookie and Cracker Manufacturing 17 14 312111 Soft Drink Manufacturing 285 48 312113 Ice Manufacturing 28 34 312130 Wineries 26 27 424510 Grain and Field Bean Merchant Wholesalers 73 31

Construction Products and Services

Score: 38 NAICS Industry Jobs Score 221310 Water Supply and Irrigation Systems 59 35 237120 Oil and Gas Pipeline and Related Structures Construction 256 42 237130 Power, Communication Line, Related Structures Constr. 69 32 237990 Other Heavy and Civil Engineering Construction 36 27 332996 Fabricated Pipe and Pipe Fitting Manufacturing 21 38

Local Commercial Services

Score: 36 NAICS Industry Jobs Score 339950 Sign Manufacturing 31 29 541110 Offices of Lawyers 89 28 541219 Other Accounting Services 94 25 561110 Office Administrative Services 69 21 561320 Temporary Help Services 410 66 561410 Document Preparation Services 16 19 561612 Security Guards and Patrol Services 59 27 561720 Janitorial Services 280 15 561790 Other Services to Buildings and Dwellings 78 20 561990 All Other Support Services 73 25 811310 Commercial and Industrial Machinery and Equipment

(except Automotive, Electronic) Repair and Maintenance 54 24

98

Metalworking Technology Score: 36

NAICS Industry Jobs Score 332721 Precision Turned Product Manufacturing 73 34 333514 Special Die and Tool, Die Set, Jig, and Fixture Manufact. 91 38 333517 Machine Tool Manufacturing 68 34

Local Retailing of Clothing and General Merchandise

Score: 33 NAICS Industry Jobs Score 448120 Women's Clothing Stores 30 21 448140 Family Clothing Stores 46 23 452910 Warehouse Clubs and Supercenters 573 40 452990 All Other General Merchandise Stores 171 22 453310 Used Merchandise Stores 84 18

Paper and Packaging

Score: 33 NAICS Industry Jobs Score 322219 Other Paperboard Container Manufacturing 33 33

Local Utilities

Score: 33 NAICS Industry Jobs Score 221122 Electric Power Distribution 119 35 517110 Wired Telecommunications Carriers 35 26

Information Technology and Analytical Instruments

Score: 33 NAICS Industry Jobs Score 334416 Capacitor, Resistor, Coil, Transformer, and Other

Inductor Manufacturing 39 33

State Government Services

Score: 33 NAICS Industry Jobs Score 902999 State Government, Excluding Education and Hospitals 405 33

99

Distribution and Electronic Commerce Score: 32

NAICS Industry Jobs Score 423510 Metal Service Centers/Other Metal Merchant Wholesalers 120 30 423820 Farm/Garden Machinery, Equipment Merchant Wholesale 73 28 423910 Sporting and Recreational Goods and Supplies Merchant

Wholesalers 15 27

424910 Farm Supplies Merchant Wholesalers 51 22 424920 Book, Periodical, and Newspaper Merchant Wholesalers 16 27 425120 Wholesale Trade Agents and Brokers 110 39 454111 Electronic Shopping 84 25 493110 General Warehousing and Storage 187 39 493120 Refrigerated Warehousing and Storage 107 33 493190 Other Warehousing and Storage 36 29 532412 Construction, Mining, and Forestry Machinery and

Equipment Rental and Leasing 21 29

561499 All Other Business Support Services 13 23

Local Government Services Score: 32

NAICS Industry Jobs Score 903999 Local Government, Excluding Education and Hospitals 1,202 32

Transportation and Logistics

Score: 31 NAICS Industry Jobs Score 482110 Rail transportation 32 37 484121 General Freight Trucking, Long-Distance, Truckload 448 32 484230 Specialized Freight (except Used Goods) Trucking, Long-

Distance 104 24

488190 Other Support Activities for Air Transportation 50 34 488510 Freight Transportation Arrangement 36 30

Downstream Metal Products

Score: 31 NAICS Industry Jobs Score 332311 Prefabricated Metal Building and Component Mfg. 87 31 332999 All Other Miscellaneous Fabricated Metal Product Mfg. 14 28

Printing Services

Score: 31 NAICS Industry Jobs Score 323111 Commercial Printing (except Screen and Books) 42 27 323113 Commercial Screen Printing 96 32

100

Vulcanized and Fired Materials Score: 31

NAICS Industry Jobs Score 327215 Glass Product Manufacturing Made of Purchased Glass 128 30 327992 Ground or Treated Mineral and Earth Manufacturing 26 33

Furniture Score: 30

NAICS Industry Jobs Score 337110 Wood Kitchen Cabinet and Countertop Manufacturing 56 28 337122 Nonupholstered Wood Household Furniture Mfg. 26 34

Nonmetal Mining

Score: 30 NAICS Industry Jobs Score 212312 Crushed and Broken Limestone Mining and Quarrying 74 30

Local Financial Services

Score: 30 NAICS Industry Jobs Score 522110 Commercial Banking 455 32 522130 Credit Unions 22 24 524210 Insurance Agencies and Brokerages 305 29 524292 Third Party Administration of Insurance/Pension Funds 27 23 541213 Tax Preparation Services 28 22 561440 Collection Agencies 12 23

Apparel

Score: 30 NAICS Industry Jobs Score 314999 All Other Miscellaneous Textile Product Mills 40 30

Local Industrial Products and Services

Score: 30 NAICS Industry Jobs Score 332710 Machine Shops 173 31 423930 Recyclable Material Merchant Wholesalers 38 25 423990 Other Miscellaneous Durable Goods Merchant

Wholesalers 16 30

811219 Other Electronic/Precision Equipment Repair and Maintenance

17 24

101

Production Technology and Heavy Machinery Score: 29

NAICS Industry Jobs Score 333111 Farm Machinery and Equipment Manufacturing 23 29

Local Logistical Services

Score: 29 NAICS Industry Jobs Score 484110 General Freight Trucking, Local 126 26 484210 Used Household and Office Goods Moving 30 32 484220 Specialized Freight (except Used Goods) Trucking, Local 196 38 485410 School and Employee Bus Transportation 34 19 492110 Couriers and Express Delivery Services 42 23 492210 Local Messengers and Local Delivery 32 22 531130 Lessors of Miniwarehouses and Self-Storage Units 124 25 532120 Truck, Utility Trailer, and RV (Recreational Vehicle)

Rental and Leasing 14 29

562111 Solid Waste Collection 42 24 621910 Ambulance Services 21 30

Wood Products

Score: 28 NAICS Industry Jobs Score 321113 Sawmills 132 29 321214 Truss Manufacturing 33 23 321911 Wood Window and Door Manufacturing 70 29 321920 Wood Container and Pallet Manufacturing 15 30

Business Services

Score: 27 NAICS Industry Jobs Score 518210 Data Processing, Hosting, and Related Services 18 26 541320 Landscape Architectural Services 16 23 541330 Engineering Services 27 25 541511 Custom Computer Programming Services 42 27 541512 Computer Systems Design Services 17 22 541611 Administrative Management and General Management

Consulting Services 44 25

541690 Other Scientific and Technical Consulting Services 19 22 541990 All Other Professional, Scientific, and Technical Services 195 30 551114 Corporate, Subsidiary, and Regional Managing Offices 89 27

102

Federal Government Services Score: 27

NAICS Industry Jobs Score 901149 US Postal Service 150 27 901199 Federal Government, Civilian, Excluding Postal Service 53 30 901200 Federal Government, Military 361 27

103

Local Real Estate, Construction, and Development Score: 27

NAICS Industry Jobs Score 236115 New Single-Family Housing Construction (except For-

Sale Builders) 191 21

236117 New Housing For-Sale Builders 49 26 236118 Residential Remodelers 238 34 236220 Commercial and Institutional Building Construction 107 20 237110 Water and Sewer Line and Related Structures

Construction 157 38

237210 Land Subdivision 209 39 237310 Highway, Street, and Bridge Construction 51 27 238110 Poured Concrete Foundation and Structure Contractors 96 24 238120 Structural Steel and Precast Concrete Contractors 13 29 238130 Framing Contractors 70 25 238140 Masonry Contractors 73 25 238160 Roofing Contractors 75 29 238170 Siding Contractors 67 29 238210 Electrical Contractors and Other Wiring Installation

Contractors 121 23

238220 Plumbing, Heating, and Air-Conditioning Contractors 244 32 238290 Other Building Equipment Contractors 19 24 238310 Drywall and Insulation Contractors 74 20 238320 Painting and Wall Covering Contractors 166 30 238330 Flooring Contractors 82 28 238350 Finish Carpentry Contractors 146 26 238390 Other Building Finishing Contractors 38 25 238910 Site Preparation Contractors 376 30 238990 All Other Specialty Trade Contractors 248 24 327320 Ready-Mix Concrete Manufacturing 134 35 327390 Other Concrete Product Manufacturing 71 30 423720 Plumbing and Heating Equipment and Supplies

(Hydronics) Merchant Wholesalers 12 25

444110 Home Centers 41 28 444190 Other Building Material Dealers 57 26 531110 Lessors of Residential Buildings and Dwellings 312 23 531120 Lessors of Nonresidential Buildings (except

Miniwarehouses) 174 28

531190 Lessors of Other Real Estate Property 109 27 531210 Offices of Real Estate Agents and Brokers 380 23 531311 Residential Property Managers 96 17 531312 Nonresidential Property Managers 45 26 531320 Offices of Real Estate Appraisers 29 23 531390 Other Activities Related to Real Estate 315 24 541191 Title Abstract and Settlement Offices 28 18 236115 New Single-Family Housing Construction (except For-

Sale Builders) 191 21

104

Education and Knowledge Creation

Score: 26 NAICS Industry Jobs Score 611310 Colleges, Universities, and Professional Schools 35 29 611513 Apprenticeship Training 12 27 611699 All Other Miscellaneous Schools and Instruction 19 22

Financial Services

Score: 26 NAICS Industry Jobs Score 522291 Consumer Lending 37 28 522298 All Other Nondepository Credit Intermediation 22 26 522390 Other Activities Related to Credit Intermediation 41 20 523910 Miscellaneous Intermediation 111 30 523920 Portfolio Management 138 24 523930 Investment Advice 114 27 523991 Trust, Fiduciary, and Custody Activities 16 23

Local Community and Civic Organizations

Score: 26 NAICS Industry Jobs Score 624110 Child and Youth Services 25 24 624120 Services for the Elderly and Persons with Disabilities 171 33 624190 Other Individual and Family Services 16 26 813110 Religious Organizations 659 24 813410 Civic and Social Organizations 14 22 813910 Business Associations 15 23 813990 Other Similar Organizations (except Business,

Professional, Labor, and Political Organizations) 49 28

105

Local Health Services Score: 26

NAICS Industry Jobs Score 446110 Pharmacies and Drug Stores 79 22 621111 Offices of Physicians (except Mental Health Specialists) 72 34 621210 Offices of Dentists 97 28 621310 Offices of Chiropractors 42 28 621320 Offices of Optometrists 33 27 621340 Offices of Physical, Occupational and Speech Therapists,

and Audiologists 75 30

621391 Offices of Podiatrists 11 26 621399 Offices of All Other Miscellaneous Health Practitioners 41 24 621498 All Other Outpatient Care Centers 18 28 621610 Home Health Care Services 77 23 623110 Nursing Care Facilities (Skilled Nursing Facilities) 678 25 623210 Residential Intellectual and Developmental Disability

Facilities 239 29

623312 Assisted Living Facilities for the Elderly 60 23 812210 Funeral Homes and Funeral Services 37 25 903622 Hospitals (Local Government) 331 26

Forestry

Score: 25 NAICS Industry Jobs Score 113310 Logging 53 25 115310 Support Activities for Forestry 14 24

Local Personal Services (Non-medical)

Score: 25 NAICS Industry Jobs Score 446120 Cosmetics, Beauty Supplies, and Perfume Stores 21 21 446199 All Other Health and Personal Care Stores 16 24 453998 All Other Miscellaneous Store Retailers (except Tobacco

Stores) 101 25

532299 All Other Consumer Goods Rental 18 30 541921 Photography Studios, Portrait 55 23 541940 Veterinary Services 98 31 611511 Cosmetology and Barber Schools 11 20 624410 Child Day Care Services 386 21 811490 Other Personal and Household Goods Repair and

Maintenance 135 27

812111 Barber Shops 20 21 812112 Beauty Salons 268 26 812113 Nail Salons 13 22 812199 Other Personal Care Services 77 26 812910 Pet Care (except Veterinary) Services 49 26 812990 All Other Personal Services 245 25

106

Insurance Services

Score: 24 NAICS Industry Jobs Score 524126 Direct Property and Casualty Insurance Carriers 37 27 524291 Claims Adjusting 31 21 524298 All Other Insurance Related Activities 10 21

Local Motor Vehicle Products and Services

Score: 24 NAICS Industry Jobs Score 423140 Motor Vehicle Parts (Used) Merchant Wholesalers 13 23 441110 New Car Dealers 179 30 441120 Used Car Dealers 83 29 441228 Motorcycle, ATV, and All Other Motor Vehicle Dealers 33 24 441310 Automotive Parts and Accessories Stores 140 28 441320 Tire Dealers 25 24 447110 Gasoline Stations with Convenience Stores 436 13 447190 Other Gasoline Stations 23 19 488410 Motor Vehicle Towing 21 26 811111 General Automotive Repair 214 35 811121 Automotive Body, Paint, and Interior Repair/Maintenance 101 27 811191 Automotive Oil Change and Lubrication Shops 51 25 811192 Car Washes 34 24

Local Food and Beverage Processing and Distribution

Score: 23 NAICS Industry Jobs Score 311811 Retail Bakeries 14 21 424490 Other Grocery and Related Products Merchant

Wholesalers 11 24

445110 Supermarkets and Other Grocery (except Convenience) Stores

356 23

445120 Convenience Stores 35 26 445310 Beer, Wine, and Liquor Stores 11 22 453991 Tobacco Stores 41 23 454390 Other Direct Selling Establishments 456 24

Marketing, Design, and Publishing

Score: 23 NAICS Industry Jobs Score 541430 Graphic Design Services 33 24 541613 Marketing Consulting Services 20 22 541820 Public Relations Agencies 13 24

107

Local Household Goods and Services Score: 23

NAICS Industry Jobs Score 442110 Furniture Stores 26 26 442210 Floor Covering Stores 16 23 444130 Hardware Stores 32 26 444220 Nursery, Garden Center, and Farm Supply Stores 97 24 453110 Florists 30 23 561730 Landscaping Services 422 23 561740 Carpet and Upholstery Cleaning Services 23 24

Local Entertainment and Media

Score: 23 NAICS Industry Jobs Score 443142 Electronics Stores 38 21 451110 Sporting Goods Stores 49 24 451120 Hobby, Toy, and Game Stores 22 22 511110 Newspaper Publishers 39 24 512131 Motion Picture Theaters (except Drive-Ins) 30 24 515112 Radio Stations 23 22

Performing Arts

Score: 22 NAICS Industry Jobs Score 711510 Independent Artists, Writers, and Performers 124 22

Hospitality and Tourism

Score: 22 NAICS Industry Jobs Score 114210 Hunting and Trapping 17 25 711212 Racetracks 17 20 711219 Other Spectator Sports 24 24 713990 All Other Amusement and Recreation Industries 74 24 721110 Hotels (except Casino Hotels) and Motels 86 18 721310 Rooming and Boarding Houses 14 21

108

Local Hospitality Establishments Score: 19

NAICS Industry Jobs Score 453220 Gift, Novelty, and Souvenir Stores 50 21 611620 Sports and Recreation Instruction 19 21 713910 Golf Courses and Country Clubs 124 26 713940 Fitness and Recreational Sports Centers 96 26 722310 Food Service Contractors 118 26 722320 Caterers 38 19 722410 Drinking Places (Alcoholic Beverages) 60 21 722511 Full-Service Restaurants 713 1 722513 Limited-Service Restaurants 972 29

Agricultural Inputs and Services

Score: 19 NAICS Industry Jobs Score 111000 Crop Production 1,596 10 112000 Animal Production and Aquaculture 675 37 115112 Soil Preparation, Planting, and Cultivating 41 26 115115 Farm Labor Contractors and Crew Leaders 76 24 115210 Support Activities for Animal Production 61 23

109

Appendix V – Occupation Clusters Regional & County Level Occupation Clusters The table below shows employment based on occupation type. The data compares employment numbers from 2002 and 2015. EMSI occupation employment data are based on final EMSI industry data and final EMSI staffing patterns. Wage estimates are based on Occupational Employment Statistics (QCEW and Non-QCEW Employees classes of worker) and the American Community Survey (Self-Employed and Extended Proprietors). Occupational wage estimates also affected by county-level EMSI earnings by industry.

Boonslick Occupation Details SOC Description 2002 2015 Change 11-1011 Chief Executives 86 124 38 11-1021 General and Operations Managers 359 394 35 11-1031 Legislators 12 14 2 11-2011 Advertising and Promotions Managers <10 <10 n/a 11-2021 Marketing Managers 15 21 6 11-2022 Sales Managers 55 60 5 11-2031 Public Relations and Fundraising Managers <10 <10 n/a 11-3011 Administrative Services Managers 27 33 6 11-3021 Computer and Information Systems Managers 21 24 3 11-3031 Financial Managers 73 116 43 11-3051 Industrial Production Managers 44 51 7 11-3061 Purchasing Managers <10 <10 n/a 11-3071 Transportation, Storage, and Distribution Managers 16 27 11 11-3111 Compensation and Benefits Managers <10 <10 n/a 11-3121 Human Resources Managers 15 23 8 11-3131 Training and Development Managers <10 <10 n/a 11-9013 Farmers, Ranchers, and Other Agricultural Managers 2,340 1,943 (397) 11-9021 Construction Managers 205 167 (38) 11-9031 Education Administrators, Preschool and Childcare

Center/Program 12 14 2

11-9032 Education Administrators, Elementary and Secondary School

55 69 14

11-9033 Education Administrators, Postsecondary <10 <10 n/a 11-9039 Education Administrators, All Other <10 <10 n/a 11-9041 Architectural and Engineering Managers 15 18 3 11-9051 Food Service Managers 72 70 (2) 11-9061 Funeral Service Managers <10 <10 n/a 11-9071 Gaming Managers 0 0 0 11-9081 Lodging Managers 22 31 9 11-9111 Medical and Health Services Managers 18 23 5 11-9121 Natural Sciences Managers <10 <10 n/a 11-9131 Postmasters and Mail Superintendents <10 <10 n/a

110

Boonslick Occupation Details SOC Description 2002 2015 Change 11-9141 Property, Real Estate, and Community Association

Managers 161 296 135

11-9151 Social and Community Service Managers 15 19 4 11-9161 Emergency Management Directors <10 <10 n/a 11-9199 Managers, All Other 211 415 204 13-1011 Agents and Business Managers of Artists, Performers,

and Athletes <10 <10 n/a

13-1021 Buyers and Purchasing Agents, Farm Products <10 <10 n/a 13-1022 Wholesale and Retail Buyers, Except Farm Products 25 27 2 13-1023 Purchasing Agents, Except Wholesale, Retail, and

Farm Products 50 53 3

13-1031 Claims Adjusters, Examiners, and Investigators 21 33 12 13-1032 Insurance Appraisers, Auto Damage <10 <10 n/a 13-1041 Compliance Officers 17 22 5 13-1051 Cost Estimators 60 65 5 13-1071 Human Resources Specialists 50 66 16 13-1074 Farm Labor Contractors 0 <10 n/a 13-1075 Labor Relations Specialists 15 <10 n/a 13-1081 Logisticians <10 12 n/a 13-1111 Management Analysts 56 87 31 13-1121 Meeting, Convention, and Event Planners 10 31 21 13-1131 Fundraisers 15 <10 n/a 13-1141 Compensation, Benefits, and Job Analysis Specialists <10 <10 n/a 13-1151 Training and Development Specialists 22 32 10 13-1161 Market Research Analysts and Marketing Specialists 37 51 14 13-1199 Business Operations Specialists, All Other 65 81 16 13-2011 Accountants and Auditors 191 210 19 13-2021 Appraisers and Assessors of Real Estate 72 98 26 13-2031 Budget Analysts <10 <10 n/a 13-2041 Credit Analysts <10 <10 n/a 13-2051 Financial Analysts 37 37 0 13-2052 Personal Financial Advisors 103 206 103 13-2053 Insurance Underwriters <10 <10 n/a 13-2061 Financial Examiners <10 <10 n/a 13-2071 Credit Counselors <10 <10 n/a 13-2072 Loan Officers 45 64 19 13-2081 Tax Examiners and Collectors, and Revenue Agents <10 <10 n/a 13-2082 Tax Preparers 17 20 3 13-2099 Financial Specialists, All Other 20 23 3 15-1111 Computer and Information Research Scientists <10 0 n/a 15-1121 Computer Systems Analysts 34 46 12 15-1122 Information Security Analysts <10 <10 n/a 15-1131 Computer Programmers 29 35 6

111

Boonslick Occupation Details

SOC Description 2002 2015 Change 15-1132 Software Developers, Applications 24 31 7 15-1133 Software Developers, Systems Software <10 10 n/a 15-1134 Web Developers 13 22 9 15-1141 Database Administrators <10 11 n/a 15-1142 Network and Computer Systems Administrators 33 37 4 15-1143 Computer Network Architects 10 <10 n/a 15-1151 Computer User Support Specialists 48 57 9 15-1152 Computer Network Support Specialists 15 17 2 15-1199 Computer Occupations, All Other 14 15 1 15-2011 Actuaries <10 <10 n/a 15-2021 Mathematicians 0 0 0 15-2031 Operations Research Analysts <10 <10 n/a 15-2041 Statisticians <10 <10 n/a 15-2091 Mathematical Technicians 0 0 0 15-2099 Mathematical Science Occupations, All Other 0 0 0 17-1011 Architects, Except Landscape and Naval 19 14 (5) 17-1012 Landscape Architects <10 <10 n/a 17-1021 Cartographers and Photogrammetrists <10 <10 n/a 17-1022 Surveyors <10 <10 n/a 17-2011 Aerospace Engineers <10 <10 n/a 17-2021 Agricultural Engineers 0 0 0 17-2031 Biomedical Engineers 0 0 0 17-2041 Chemical Engineers <10 <10 n/a 17-2051 Civil Engineers 23 25 2 17-2061 Computer Hardware Engineers <10 <10 n/a 17-2071 Electrical Engineers 19 26 7 17-2072 Electronics Engineers, Except Computer <10 <10 n/a 17-2081 Environmental Engineers <10 <10 n/a 17-2111 Health and Safety Engineers, Except Mining Safety

Engineers and Inspectors <10 <10 n/a

17-2112 Industrial Engineers 33 38 5 17-2121 Marine Engineers and Naval Architects 0 0 0 17-2131 Materials Engineers <10 <10 n/a 17-2141 Mechanical Engineers 25 31 6 17-2151 Mining and Geological Engineers, Including Mining

Safety Engineers <10 <10 n/a

17-2161 Nuclear Engineers <10 <10 n/a 17-2171 Petroleum Engineers <10 0 n/a 17-2199 Engineers, All Other 11 13 2 17-3011 Architectural and Civil Drafters 12 <10 n/a 17-3012 Electrical and Electronics Drafters <10 <10 n/a 17-3013 Mechanical Drafters 12 <10 n/a 17-3019 Drafters, All Other <10 <10 n/a 17-3021 Aerospace Engineering and Operations Technicians 0 <10 n/a 17-3022 Civil Engineering Technicians <10 <10 n/a 17-3023 Electrical and Electronics Engineering Technicians <10 13 n/a

112

Boonslick Occupation Details

SOC Description 2002 2015 Change 17-3024 Electro-Mechanical Technicians <10 <10 n/a 17-3025 Environmental Engineering Technicians <10 <10 n/a 17-3026 Industrial Engineering Technicians 12 15 3 17-3027 Mechanical Engineering Technicians <10 10 n/a 17-3029 Engineering Technicians, Except Drafters, All Other <10 <10 n/a 17-3031 Surveying and Mapping Technicians <10 <10 n/a 19-1011 Animal Scientists <10 <10 n/a 19-1012 Food Scientists and Technologists <10 <10 n/a 19-1013 Soil and Plant Scientists <10 <10 n/a 19-1021 Biochemists and Biophysicists <10 <10 n/a 19-1022 Microbiologists <10 <10 n/a 19-1023 Zoologists and Wildlife Biologists <10 <10 n/a 19-1029 Biological Scientists, All Other <10 <10 n/a 19-1031 Conservation Scientists <10 <10 n/a 19-1032 Foresters <10 <10 n/a 19-1041 Epidemiologists <10 <10 n/a 19-1042 Medical Scientists, Except Epidemiologists <10 <10 n/a 19-1099 Life Scientists, All Other <10 <10 n/a 19-2011 Astronomers 0 0 0 19-2012 Physicists 0 0 0 19-2021 Atmospheric and Space Scientists 0 0 0 19-2031 Chemists <10 <10 n/a 19-2032 Materials Scientists <10 <10 n/a 19-2041 Environmental Scientists and Specialists, Including

Health <10 <10 n/a

19-2042 Geoscientists, Except Hydrologists & Geographers <10 <10 n/a 19-2043 Hydrologists <10 <10 n/a 19-2099 Physical Scientists, All Other <10 <10 n/a 19-3011 Economists <10 <10 n/a 19-3022 Survey Researchers <10 <10 n/a 19-3031 Clinical, Counseling, and School Psychologists 28 48 20 19-3032 Industrial-Organizational Psychologists 0 <10 n/a 19-3039 Psychologists, All Other <10 <10 n/a 19-3041 Sociologists 0 0 0 19-3051 Urban and Regional Planners <10 <10 n/a 19-3091 Anthropologists and Archeologists 0 <10 n/a 19-3092 Geographers 0 0 0 19-3093 Historians <10 <10 n/a 19-3094 Political Scientists 0 0 0 19-3099 Social Scientists and Related Workers, All Other <10 <10 n/a 19-4011 Agricultural and Food Science Technicians <10 <10 n/a 19-4021 Biological Technicians <10 <10 n/a 19-4031 Chemical Technicians <10 <10 n/a 19-4041 Geological and Petroleum Technicians <10 <10 n/a 19-4051 Nuclear Technicians <10 <10 n/a

113

Boonslick Occupation Details SOC Description 2002 2015 Change 19-4061 Social Science Research Assistants <10 <10 n/a 19-4091 Environmental Science and Protection Technicians,

Including Health <10 <10 n/a

19-4092 Forensic Science Technicians <10 <10 n/a 19-4093 Forest and Conservation Technicians <10 <10 n/a 19-4099 Life, Physical, and Social Science Technicians, All

Other <10 <10 n/a

21-1011 Substance Abuse and Behavioral Disorder Counselors <10 <10 n/a 21-1012 Educational, Guidance, School, and Vocational

Counselors 40 55 15

21-1013 Marriage and Family Therapists <10 <10 n/a 21-1014 Mental Health Counselors 13 18 5 21-1015 Rehabilitation Counselors 25 37 12 21-1019 Counselors, All Other <10 <10 n/a 21-1021 Child, Family, and School Social Workers 54 75 21 21-1022 Healthcare Social Workers 21 27 6 21-1023 Mental Health and Substance Abuse Social Workers <10 11 n/a 21-1029 Social Workers, All Other <10 <10 n/a 21-1091 Health Educators <10 <10 n/a 21-1092 Probation Officers and Correctional Treatment

Specialists 22 25 3

21-1093 Social and Human Service Assistants 29 36 7 21-1094 Community Health Workers <10 <10 n/a 21-1099 Community and Social Service Specialists, All Other <10 <10 n/a 21-2011 Clergy 123 126 3 21-2021 Directors, Religious Activities and Education 39 44 5 21-2099 Religious Workers, All Other 25 26 1 23-1011 Lawyers 59 81 22 23-1012 Judicial Law Clerks <10 <10 n/a 23-1021 Administrative Law Judges, Adjudicators, and Hearing

Officers <10 <10 n/a

23-1022 Arbitrators, Mediators, and Conciliators <10 <10 n/a 23-1023 Judges, Magistrate Judges, and Magistrates <10 <10 n/a 23-2011 Paralegals and Legal Assistants 16 23 7 23-2091 Court Reporters <10 <10 n/a 23-2093 Title Examiners, Abstractors, and Searchers <10 14 n/a 23-2099 Legal Support Workers, All Other <10 <10 n/a 25-1099 Postsecondary Teachers <10 33 n/a 25-2011 Preschool Teachers, Except Special Education 68 88 20 25-2012 Kindergarten Teachers, Except Special Education 31 42 11 25-2021 Elementary School Teachers, Except Special Ed 307 421 114 25-2022 Middle School Teachers, Except Special and

Career/Technical Education 152 209 57

25-2023 Career/Technical Education Teachers, Middle School <10 <10 n/a

114

Boonslick Occupation Details SOC Description 2002 2015 Change 25-2031 Secondary School Teachers, Except Special and

Career/Technical Education 261 325 64

25-2032 Career/Technical Education Teachers, Secondary School

14 15 1

25-2051 Special Education Teachers, Preschool <10 <10 n/a 25-2052 Special Education Teachers, Kindergarten and

Elementary School 36 48 12

25-2053 Special Education Teachers, Middle School 17 22 5 25-2054 Special Education Teachers, Secondary School 34 46 12 25-2059 Special Education Teachers, All Other <10 <10 n/a 25-3011 Adult Basic and Secondary Education and Literacy

Teachers and Instructors <10 <10 n/a

25-3021 Self-Enrichment Education Teachers 60 88 28 25-3098 Substitute Teachers 184 238 54 25-3099 Teachers and Instructors, All Other 52 80 28 25-4011 Archivists <10 <10 n/a 25-4012 Curators <10 <10 n/a 25-4013 Museum Technicians and Conservators <10 <10 n/a 25-4021 Librarians 21 27 6 25-4031 Library Technicians 13 17 4 25-9011 Audio-Visual and Multimedia Collections Specialists <10 <10 n/a 25-9021 Farm and Home Management Advisors <10 <10 n/a 25-9031 Instructional Coordinators 12 17 5 25-9041 Teacher Assistants 191 247 56 25-9099 Education, Training, and Library Workers, All Other <10 <10 n/a 27-1011 Art Directors 17 16 (1) 27-1012 Craft Artists 14 17 3 27-1013 Fine Artists, Including Painters, Sculptors, and

Illustrators 26 32 6

27-1014 Multimedia Artists and Animators 13 12 (1) 27-1019 Artists and Related Workers, All Other <10 <10 n/a 27-1021 Commercial and Industrial Designers <10 <10 n/a 27-1022 Fashion Designers <10 <10 n/a 27-1023 Floral Designers 22 27 5 27-1024 Graphic Designers 53 56 3 27-1025 Interior Designers 17 19 2 27-1026 Merchandise Displayers and Window Trimmers 12 15 3 27-1027 Set and Exhibit Designers <10 <10 n/a 27-1029 Designers, All Other <10 <10 n/a 27-2011 Actors <10 <10 n/a 27-2012 Producers and Directors <10 <10 n/a 27-2021 Athletes and Sports Competitors <10 <10 n/a 27-2022 Coaches and Scouts 37 61 24 27-2023 Umpires, Referees, and Other Sports Officials <10 12 n/a 27-2031 Dancers <10 <10 n/a 27-2032 Choreographers <10 <10 n/a 27-2041 Music Directors and Composers 24 28 4

115

Boonslick Occupation Details SOC Description 2002 2015 Change 27-2042 Musicians and Singers 61 79 18 27-2099 Entertainers and Performers, Sports and Related

Workers, All Other 16 19 3

27-3011 Radio and Television Announcers 12 <10 n/a 27-3012 Public Address System and Other Announcers <10 <10 n/a 27-3021 Broadcast News Analysts <10 <10 n/a 27-3022 Reporters and Correspondents <10 <10 n/a 27-3031 Public Relations Specialists 24 26 2 27-3041 Editors 34 20 (14) 27-3042 Technical Writers <10 <10 n/a 27-3043 Writers and Authors 41 53 12 27-3091 Interpreters and Translators 35 56 21 27-3099 Media and Communication Workers, All Other <10 <10 n/a 27-4011 Audio and Video Equipment Technicians <10 <10 n/a 27-4012 Broadcast Technicians <10 <10 n/a 27-4013 Radio Operators 0 0 0 27-4014 Sound Engineering Technicians <10 <10 n/a 27-4021 Photographers 105 162 57 27-4031 Camera Operators, Television, Video, and Film <10 <10 n/a 27-4032 Film and Video Editors <10 <10 n/a 27-4099 Media/Communication Equipment Workers,All Other <10 <10 n/a 29-1011 Chiropractors <10 22 n/a 29-1021 Dentists, General 11 15 4 29-1022 Oral and Maxillofacial Surgeons <10 <10 n/a 29-1023 Orthodontists 0 <10 n/a 29-1024 Prosthodontists 0 0 0 29-1029 Dentists, All Other Specialists 0 <10 n/a 29-1031 Dietitians and Nutritionists <10 10 n/a 29-1041 Optometrists <10 <10 n/a 29-1051 Pharmacists 23 31 8 29-1061 Anesthesiologists <10 <10 n/a 29-1062 Family and General Practitioners 21 24 3 29-1063 Internists, General <10 <10 n/a 29-1064 Obstetricians and Gynecologists <10 <10 n/a 29-1065 Pediatricians, General <10 <10 n/a 29-1066 Psychiatrists <10 <10 n/a 29-1067 Surgeons <10 <10 n/a 29-1069 Physicians and Surgeons, All Other 16 16 0 29-1071 Physician Assistants <10 <10 n/a 29-1081 Podiatrists <10 <10 n/a 29-1122 Occupational Therapists 16 22 6 29-1123 Physical Therapists 17 23 6 29-1069 Physicians and Surgeons, All Other 16 16 0 29-1124 Radiation Therapists <10 <10 n/a 29-1125 Recreational Therapists <10 <10 n/a 29-1126 Respiratory Therapists <10 <10 n/a

116

Boonslick Occupation Details SOC Description 2002 2015 Change 29-1127 Speech-Language Pathologists 31 45 14 29-1128 Exercise Physiologists <10 <10 N/a 29-1129 Therapists, All Other <10 <10 N/a 29-1131 Veterinarians 13 23 10 29-1141 Registered Nurses 195 244 49 29-1151 Nurse Anesthetists <10 <10 N/a 29-1161 Nurse Midwives 0 0 0 29-1171 Nurse Practitioners <10 11 N/a 29-1181 Audiologists <10 <10 N/a 29-1199 Health Diagnosing & Treating Practitioners,All Other <10 11 N/a 29-2011 Medical and Clinical Laboratory Technologists <10 <10 N/a 29-2012 Medical and Clinical Laboratory Technicians <10 <10 N/a 29-2021 Dental Hygienists 16 21 5 29-2031 Cardiovascular Technologists and Technicians <10 <10 N/a 29-2032 Diagnostic Medical Sonographers <10 <10 N/a 29-2033 Nuclear Medicine Technologists <10 <10 N/a 29-2034 Radiologic Technologists <10 <10 N/a 29-2035 Magnetic Resonance Imaging Technologists <10 <10 N/a 29-2041 Emergency Medical Technicians and Paramedics 27 46 19 29-2051 Dietetic Technicians <10 <10 N/a 29-2052 Pharmacy Technicians 33 51 18 29-2053 Psychiatric Technicians 11 11 0 29-2054 Respiratory Therapy Technicians <10 <10 N/a 29-2055 Surgical Technologists <10 <10 N/a 29-2056 Veterinary Technologists and Technicians <10 19 N/a 29-2057 Ophthalmic Medical Technicians <10 <10 N/a 29-2061 Licensed Practical and Licensed Vocational Nurses 97 124 27 29-2071 Medical Records & Health Information Technicians 14 16 2 29-2081 Opticians, Dispensing 11 14 3 29-2091 Orthotists and Prosthetists <10 <10 N/a 29-2092 Hearing Aid Specialists <10 <10 N/a 29-2099 Health Technologists and Technicians, All Other <10 <10 N/a 29-9011 Occupational Health and Safety Specialists 10 12 2 29-9012 Occupational Health and Safety Technicians <10 <10 N/a 29-9091 Athletic Trainers <10 <10 N/a 29-9092 Genetic Counselors 0 0 0 29-9099 Healthcare Practitioners and Technical Workers, All

Other <10 <10 N/a

31-1011 Home Health Aides 74 82 8 31-1013 Psychiatric Aides <10 <10 N/a 31-1014 Nursing Assistants 346 394 48 31-1015 Orderlies <10 <10 N/a 31-2011 Occupational Therapy Assistants <10 10 N/a 31-2012 Occupational Therapy Aides <10 <10 N/a 31-2021 Physical Therapist Assistants <10 15 N/a

117

Boonslick Occupation Details SOC Description 2002 2015 Change 31-2022 Physical Therapist Aides <10 <10 N/a 31-9011 Massage Therapists 20 46 26 31-9091 Dental Assistants 24 29 5 31-9092 Medical Assistants 30 33 3 31-9093 Medical Equipment Preparers <10 <10 N/a 31-9094 Medical Transcriptionists <10 10 N/a 31-9095 Pharmacy Aides <10 <10 N/a 31-9096 Veterinary Assistant & Laboratory Animal Caretaker 19 28 9 31-9097 Phlebotomists <10 <10 N/a 31-9099 Healthcare Support Workers, All Other <10 <10 N/a 33-1011 First-Line Supervisors of Correctional Officers <10 <10 N/a 33-1012 First-Line Supervisors of Police and Detectives 24 29 5 33-1021 First-Line Supervisors of Fire Fighting and Prevention

Workers 15 18 3

33-1099 First-Line Supervisors of Protective Service Workers, All Other

<10 <10 N/a

33-2011 Firefighters 67 79 12 33-2021 Fire Inspectors and Investigators <10 <10 N/a 33-2022 Forest Fire Inspectors and Prevention Specialists 0 0 0 33-3011 Bailiffs <10 <10 N/a 33-3012 Correctional Officers and Jailers 60 68 8 33-3021 Detectives and Criminal Investigators <10 <10 N/a 33-3031 Fish and Game Wardens 0 0 0 33-3041 Parking Enforcement Workers <10 <10 N/a 33-3051 Police and Sheriff's Patrol Officers 128 151 23 33-3052 Transit and Railroad Police 0 0 0 33-9011 Animal Control Workers <10 <10 N/a 33-9021 Private Detectives and Investigators <10 16 N/a 33-9031 Gaming Surveillance Officers & Game Investigators <10 <10 N/a 33-9032 Security Guards 44 87 43 33-9091 Crossing Guards <10 <10 N/a 33-9092 Lifeguards, Ski Patrol, and Other Recreational

Protective Service Workers 28 31 3

33-9093 Transportation Security Screeners <10 <10 N/a 33-9099 Protective Service Workers, All Other 14 19 5 35-1011 Chefs and Head Cooks 20 23 3 35-1012 First-Line Supervisors of Food Preparation and

Serving Workers 182 196 14

35-2011 Cooks, Fast Food 107 124 17 35-2012 Cooks, Institution and Cafeteria 107 119 12 35-2013 Cooks, Private Household <10 <10 N/a 35-2014 Cooks, Restaurant 149 171 22 35-2015 Cooks, Short Order 28 26 (2) 35-2019 Cooks, All Other <10 <10 N/a 35-2021 Food Preparation Workers 105 108 3 35-3011 Bartenders 71 65 (6)

118

Boonslick Occupation Details SOC Description 2002 2015 Change 35-3021 Combined Food Preparation and Serving Workers,

Including Fast Food 558 691 133

35-3022 Counter Attendants, Cafeteria, Food Concession, and Coffee Shop

68 71 3

35-3031 Waiters and Waitresses 346 363 17 35-3041 Food Servers, Nonrestaurant 53 58 5 35-9011 Dining Room and Cafeteria Attendants and Bartender

Helpers 59 60 1

35-9021 Dishwashers 64 64 0 35-9031 Hosts and Hostesses, Restaurant, Lounge, and Coffee

Shop 43 47 4

35-9099 Food Preparation & Serving Related Workers, All Other

<10 <10 N/a

37-1011 First-Line Supervisors of Housekeeping and Janitorial Workers

63 59 (4)

37-1012 First-Line Supervisors of Landscaping, Lawn Service, and Groundskeeping Workers

36 45 9

37-2011 Janitors and Cleaners, Except Maids and Housekeeping Cleaners

397 519 122

37-2012 Maids and Housekeeping Cleaners 195 229 34 37-2019 Building Cleaning Workers, All Other <10 <10 N/a 37-2021 Pest Control Workers <10 <10 N/a 37-3011 Landscaping and Groundskeeping Workers 254 380 126 37-3012 Pesticide Handlers, Sprayers, and Applicators,

Vegetation <10 <10 N/a

37-3013 Tree Trimmers and Pruners 32 44 12 37-3019 Grounds Maintenance Workers, All Other <10 <10 N/a 39-1011 Gaming Supervisors <10 <10 N/a 39-1012 Slot Supervisors <10 <10 N/a 39-1021 First-Line Supervisors of Personal Service Workers 58 53 (5) 39-2011 Animal Trainers 62 64 2 39-2021 Nonfarm Animal Caretakers 138 193 55 39-3011 Gaming Dealers <10 <10 N/a 39-3012 Gaming and Sports Book Writers and Runners <10 <10 N/a 39-3019 Gaming Service Workers, All Other <10 <10 N/a 39-3021 Motion Picture Projectionists <10 <10 N/a 39-3031 Ushers, Lobby Attendants, and Ticket Takers <10 20 N/a 39-3091 Amusement and Recreation Attendants 38 38 0 39-3092 Costume Attendants <10 <10 N/a 39-3093 Locker Room, Coatroom, and Dressing Room

Attendants <10 <10 N/a

39-3099 Entertainment Attendants and Related Workers, All Other

<10 12 N/a

39-4011 Embalmers <10 <10 N/a 39-4021 Funeral Attendants 13 11 (2) 39-4031 Morticians, Undertakers, and Funeral Directors <10 <10 N/a 39-5011 Barbers 19 20 1

119

Boonslick Occupation Details SOC Description 2002 2015 Change 39-5012 Hairdressers, Hairstylists, and Cosmetologists 147 226 79 39-5091 Makeup Artists, Theatrical and Performance <10 <10 N/a 39-5092 Manicurists and Pedicurists 12 28 16 39-5093 Shampooers <10 <10 N/a 39-5094 Skincare Specialists <10 19 N/a 39-6011 Baggage Porters and Bellhops <10 <10 N/a 39-6012 Concierges <10 <10 N/a 39-7011 Tour Guides and Escorts 10 21 11 39-7012 Travel Guides <10 <10 N/a 39-9011 Childcare Workers 367 376 9 39-9021 Personal Care Aides 230 289 59 39-9031 Fitness Trainers and Aerobics Instructors 34 60 26 39-9032 Recreation Workers 55 68 13 39-9041 Residential Advisors 14 16 2 39-9099 Personal Care and Service Workers, All Other 35 69 34 41-1011 First-Line Supervisors of Retail Sales Workers 504 487 (17) 41-1012 First-Line Supervisors of Non-Retail Sales Workers 146 170 24 41-2011 Cashiers 744 736 (8) 41-2012 Gaming Change Persons and Booth Cashiers <10 <10 N/a 41-2021 Counter and Rental Clerks 39 33 (6) 41-2022 Parts Salespersons 62 62 0 41-2031 Retail Salespersons 783 685 (98) 41-3011 Advertising Sales Agents 31 14 (17) 41-3021 Insurance Sales Agents 130 250 120 41-3031 Securities, Commodities, and Financial Services Sales

Agents 82 124 42

41-3041 Travel Agents <10 <10 N/a 41-3099 Sales Representatives, Services, All Other 109 128 19 41-4011 Sales Representatives, Wholesale and Manufacturing,

Technical and Scientific Products 27 28 1

41-4012 Sales Representatives, Wholesale & Manufacturing, Except Technical and Scientific Products

260 262 2

41-9011 Demonstrators and Product Promoters 34 34 0 41-9012 Models <10 <10 N/a 41-9021 Real Estate Brokers 130 207 77 41-9022 Real Estate Sales Agents 499 791 292 41-9031 Sales Engineers <10 <10 N/a 41-9041 Telemarketers 20 18 (2) 41-9091 Door-to-Door Sales Workers, News and Street

Vendors, and Related Workers 365 394 29

41-9099 Sales and Related Workers, All Other 33 44 11 43-1011 First-Line Supervisors of Office and Administrative

Support Workers 169 191 22

43-2011 Switchboard Operators, Including Answering Service 12 10 (2) 43-2021 Telephone Operators 0 0 0

120

Boonslick Occupation Details SOC Description 2002 2015 Change 43-2099 Communications Equipment Operators, All Other 0 0 0 43-3011 Bill and Account Collectors 40 42 2 43-3021 Billing and Posting Clerks 54 59 5 43-3031 Bookkeeping, Accounting, and Auditing Clerks 294 309 15 43-3041 Gaming Cage Workers <10 <10 N/a 43-3051 Payroll and Timekeeping Clerks 24 24 0 43-3061 Procurement Clerks <10 <10 N/a 43-3071 Tellers 85 97 12 43-3099 Financial Clerks, All Other <10 <10 N/a 43-4011 Brokerage Clerks <10 <10 N/a 43-4021 Correspondence Clerks <10 <10 N/a 43-4031 Court, Municipal, and License Clerks 37 44 7 43-4041 Credit Authorizers, Checkers, and Clerks <10 <10 N/a 43-4051 Customer Service Representatives 244 286 42 43-4061 Eligibility Interviewers, Government Programs 18 23 5 43-4071 File Clerks 21 23 2 43-4081 Hotel, Motel, and Resort Desk Clerks 18 <10 N/a 43-4111 Interviewers, Except Eligibility and Loan 16 20 4 43-4121 Library Assistants, Clerical 17 23 6 43-4131 Loan Interviewers and Clerks 25 34 9 43-4141 New Accounts Clerks 13 15 2 43-4151 Order Clerks 36 35 (1) 43-4161 Human Resources Assistants, Except Payroll and

Timekeeping 17 19 2

43-4171 Receptionists and Information Clerks 96 116 20 43-4181 Reservation and Transportation Ticket Agents and

Travel Clerks <10 <10 N/a

43-4199 Information and Record Clerks, All Other 12 13 1 43-5011 Cargo and Freight Agents <10 17 N/a 43-5021 Couriers and Messengers 67 51 (16) 43-5031 Police, Fire, and Ambulance Dispatchers 21 25 4 43-5032 Dispatchers, Except Police, Fire, and Ambulance 42 43 1 43-5041 Meter Readers, Utilities <10 <10 N/a 43-5051 Postal Service Clerks 19 14 (5) 43-5052 Postal Service Mail Carriers 89 71 (18) 43-5053 Postal Service Mail Sorters, Processors, and

Processing Machine Operators 31 26 (5)

43-5061 Production, Planning, and Expediting Clerks 52 55 3 43-5071 Shipping, Receiving, and Traffic Clerks 93 95 2 43-5081 Stock Clerks and Order Fillers 273 307 34 43-5111 Weighers, Measurers, Checkers, and Samplers,

Recordkeeping <10 10 N/a

43-6011 Executive Secretaries and Executive Administrative Assistants

78 86 8

43-6012 Legal Secretaries <10 13 N/a 43-6013 Medical Secretaries 37 53 16

121

Boonslick Occupation Details SOC Description 2002 2015 Change 43-6014 Secretaries and Administrative Assistants, Except

Legal, Medical, and Executive 451 529 78

43-9011 Computer Operators 14 13 (1) 43-9021 Data Entry Keyers 24 28 4 43-9022 Word Processors and Typists 21 20 (1) 43-9031 Desktop Publishers <10 <10 N/a 43-9041 Insurance Claims and Policy Processing Clerks 10 14 4 43-9051 Mail Clerks and Mail Machine Operators, Except

Postal Service <10 <10 N/a

43-9061 Office Clerks, General 400 434 34 43-9071 Office Machine Operators, Except Computer <10 <10 N/a 43-9081 Proofreaders and Copy Markers <10 <10 N/a 43-9111 Statistical Assistants <10 <10 N/a 43-9199 Office & Administrative Support Workers, All Other 23 28 5 45-1011 First-Line Supervisors of Farming, Fishing, and

Forestry Workers 19 19 0

45-2011 Agricultural Inspectors <10 <10 N/a 45-2021 Animal Breeders <10 <10 N/a 45-2041 Graders and Sorters, Agricultural Products <10 <10 N/a 45-2091 Agricultural Equipment Operators 19 22 3 45-2092 Farmworkers and Laborers, Crop, Nursery, and

Greenhouse 203 222 19

45-2093 Farmworkers, Farm, Ranch, & Aquacultural Animals 40 49 9 45-2099 Agricultural Workers, All Other <10 <10 N/a 45-3011 Fishers and Related Fishing Workers <10 13 N/a 45-3021 Hunters and Trappers <10 <10 N/a 45-4011 Forest and Conservation Workers <10 <10 N/a 45-4021 Fallers <10 <10 N/a 45-4022 Logging Equipment Operators 21 32 11 45-4023 Log Graders and Scalers <10 <10 N/a 45-4029 Logging Workers, All Other <10 <10 N/a 47-1011 First-Line Supervisors of Construction Trades and

Extraction Workers 228 180 (48)

47-2011 Boilermakers <10 <10 N/a 47-2021 Brickmasons and Blockmasons 31 38 7 47-2022 Stonemasons <10 <10 N/a 47-2031 Carpenters 488 508 20 47-2041 Carpet Installers 25 25 0 47-2042 Floor Layers, Except Carpet, Wood, and Hard Tiles <10 <10 N/a 47-2043 Floor Sanders and Finishers <10 <10 N/a 47-2044 Tile and Marble Setters 31 30 (1) 47-2051 Cement Masons and Concrete Finishers 80 53 (27) 47-2053 Terrazzo Workers and Finishers <10 <10 N/a 47-2061 Construction Laborers 496 676 180 47-2071 Paving, Surfacing, & Tamping Equipment Operators 30 20 (10)

122

Boonslick Occupation Details SOC Description 2002 2015 Change 47-2072 Pile-Driver Operators <10 <10 N/a 47-2073 Operating Engineers and Other Construction

Equipment Operators 150 146 (4)

47-2081 Drywall and Ceiling Tile Installers 37 36 (1) 47-2082 Tapers <10 <10 N/a 47-2111 Electricians 113 116 3 47-2121 Glaziers 13 14 1 47-2131 Insulation Workers, Floor, Ceiling, and Wall <10 <10 N/a 47-2132 Insulation Workers, Mechanical <10 <10 N/a 47-2141 Painters, Construction and Maintenance 181 214 33 47-2142 Paperhangers <10 <10 N/a 47-2151 Pipelayers 31 55 24 47-2152 Plumbers, Pipefitters, and Steamfitters 90 126 36 47-2161 Plasterers and Stucco Masons <10 <10 N/a 47-2171 Reinforcing Iron and Rebar Workers 17 15 (2) 47-2181 Roofers 41 52 11 47-2211 Sheet Metal Workers 41 42 1 47-2221 Structural Iron and Steel Workers 16 16 0 47-2231 Solar Photovoltaic Installers <10 <10 N/a 47-3011 Helpers--Brickmasons, Blockmasons, Stonemasons,

and Tile and Marble Setters <10 <10 N/a

47-3012 Helpers--Carpenters 11 <10 N/a 47-3013 Helpers--Electricians <10 <10 N/a 47-3014 Helpers--Painters, Paperhangers, Plasterers, and

Stucco Masons <10 <10 N/a

47-3015 Helpers--Pipelayers, Plumbers, Pipefitters, and Steamfitters

12 17 5

47-3016 Helpers--Roofers <10 <10 N/a 47-3019 Helpers, Construction Trades, All Other <10 <10 N/a 47-4011 Construction and Building Inspectors 20 23 3 47-4021 Elevator Installers and Repairers 0 0 0 47-4031 Fence Erectors 12 <10 N/a 47-4041 Hazardous Materials Removal Workers <10 <10 N/a 47-4051 Highway Maintenance Workers 33 37 4 47-4061 Rail-Track Laying and Maintenance Equipment

Operators <10 <10 N/a

47-4071 Septic Tank Servicers and Sewer Pipe Cleaners <10 <10 N/a 47-4091 Segmental Pavers <10 <10 N/a 47-4099 Construction and Related Workers, All Other 11 13 2 47-5011 Derrick Operators, Oil and Gas 0 0 0 47-5012 Rotary Drill Operators, Oil and Gas <10 <10 N/a 47-5013 Service Unit Operators, Oil, Gas, and Mining 0 <10 N/a 47-5021 Earth Drillers, Except Oil and Gas <10 <10 N/a 47-5031 Explosives Workers, Ordnance Handling Experts, and

Blasters <10 <10 N/a

123

Boonslick Occupation Details SOC Description 2002 2015 Change 47-5041 Continuous Mining Machine Operators <10 <10 N/a 47-5042 Mine Cutting and Channeling Machine Operators <10 <10 N/a 47-5049 Mining Machine Operators, All Other <10 <10 N/a 47-5051 Rock Splitters, Quarry <10 <10 N/a 47-5061 Roof Bolters, Mining 0 0 0 47-5071 Roustabouts, Oil and Gas <10 <10 N/a 47-5081 Helpers--Extraction Workers <10 <10 N/a 47-5099 Extraction Workers, All Other <10 <10 N/a 49-1011 First-Line Supervisors of Mechanics, Installers, and

Repairers 74 80 6

49-2011 Computer, Automated Teller, and Office Machine Repairers

18 27 9

49-2021 Radio, Cellular, and Tower Equipment Installers and Repairs

<10 <10 N/a

49-2022 Telecommunications Equipment Installers and Repairers, Except Line Installers

15 16 1

49-2091 Avionics Technicians 0 <10 N/a 49-2092 Electric Motor, Power Tool, and Related Repairers <10 <10 N/a 49-2093 Electrical and Electronics Installers and Repairers,

Transportation Equipment <10 <10 N/a

49-2094 Electrical and Electronics Repairers, Commercial and Industrial Equipment

<10 <10 N/a

49-2095 Electrical and Electronics Repairers, Powerhouse, Substation, and Relay

<10 <10 N/a

49-2096 Electronic Equipment Installers and Repairers, Motor Vehicles

<10 <10 N/a

49-2097 Electronic Home Entertainment Equipment Installers and Repairers

<10 <10 N/a

49-2098 Security and Fire Alarm Systems Installers <10 <10 N/a 49-3011 Aircraft Mechanics and Service Technicians <10 11 N/a 49-3021 Automotive Body and Related Repairers 39 48 9 49-3022 Automotive Glass Installers and Repairers <10 <10 N/a 49-3023 Automotive Service Technicians and Mechanics 242 301 59 49-3031 Bus & Truck Mechanics & Diesel Engine Specialists 64 67 3 49-3041 Farm Equipment Mechanics and Service Technicians 23 20 (3) 49-3042 Mobile Heavy Equipment Mechanics ExceptEngines 33 32 (1) 49-3043 Rail Car Repairers <10 <10 N/a 49-3051 Motorboat Mechanics and Service Technicians <10 13 N/a 49-3052 Motorcycle Mechanics <10 <10 N/a 49-3053 Outdoor Power Equipment and Other Small Engine

Mechanics 14 17 3

49-3091 Bicycle Repairers <10 <10 N/a 49-3092 Recreational Vehicle Service Technicians <10 <10 N/a 49-3093 Tire Repairers and Changers 24 27 3 49-9011 Mechanical Door Repairers <10 <10 N/a

124

Boonslick Occupation Details SOC Description 2002 2015 Change 49-9012 Control and Valve Installers and Repairers, Except

Mechanical Door <10 <10 N/a

49-9021 Heating, Air Conditioning, and Refrigeration Mechanics and Installers

55 62 7

49-9031 Home Appliance Repairers 18 16 (2) 49-9041 Industrial Machinery Mechanics 50 67 17 49-9043 Maintenance Workers, Machinery 29 41 12 49-9044 Millwrights 10 13 3 49-9045 Refractory Materials Repairers, Except Brickmasons <10 <10 N/a 49-9051 Electrical Power-Line Installers and Repairers 57 48 (9) 49-9052 Telecommunications Line Installers and Repairers 22 18 (4) 49-9061 Camera and Photographic Equipment Repairers <10 <10 N/a 49-9062 Medical Equipment Repairers <10 <10 N/a 49-9063 Musical Instrument Repairers and Tuners 10 <10 N/a 49-9064 Watch Repairers <10 <10 N/a 49-9069 Precision Instrument and Equipment Repairers, All

Other <10 <10 N/a

49-9071 Maintenance and Repair Workers, General 243 271 28 49-9081 Wind Turbine Service Technicians <10 <10 N/a 49-9091 Coin, Vending, and Amusement Machine Servicers

and Repairers 22 12 (10)

49-9092 Commercial Divers <10 <10 N/a 49-9093 Fabric Menders, Except Garment <10 <10 N/a 49-9094 Locksmiths and Safe Repairers <10 12 N/a 49-9095 Manufactured Building and Mobile Home Installers <10 <10 N/a 49-9096 Riggers <10 <10 N/a 49-9097 Signal and Track Switch Repairers <10 <10 N/a 49-9098 Helpers--Installation, Maintenance, and Repair

Workers 11 12 1

49-9099 Installation, Maintenance, and Repair Workers, All Other

50 57 7

51-1011 First-Line Supervisors of Production and Operating Workers

165 168 3

51-2011 Aircraft Structure, Surfaces, Rigging, and Systems Assemblers

<10 <10 N/a

51-2021 Coil Winders, Tapers, and Finishers <10 <10 N/a 51-2022 Electrical and Electronic Equipment Assemblers 30 48 18 51-2023 Electromechanical Equipment Assemblers <10 <10 N/a 51-2031 Engine and Other Machine Assemblers <10 <10 N/a 51-2041 Structural Metal Fabricators and Fitters 26 19 (7) 51-2091 Fiberglass Laminators and Fabricators <10 <10 N/a 51-2092 Team Assemblers 329 262 (67) 51-2093 Timing Device Assemblers and Adjusters 0 0 0 51-2099 Assemblers and Fabricators, All Other 68 62 (6) 51-3011 Bakers 32 26 (6) 51-3021 Butchers and Meat Cutters 18 26 8

125

Boonslick Occupation Details SOC Description 2002 2015 Change 51-3022 Meat, Poultry, and Fish Cutters and Trimmers <10 <10 N/a 51-3023 Slaughterers and Meat Packers <10 <10 N/a 51-3091 Food and Tobacco Roasting, Baking, and Drying

Machine Operators and Tenders <10 <10 N/a

51-3092 Food Batchmakers 29 24 (5) 51-3093 Food Cooking Machine Operators and Tenders <10 <10 N/a 51-3099 Food Processing Workers, All Other <10 <10 N/a 51-4011 Computer-Controlled Machine Tool Operators, Metal

and Plastic 39 78 39

51-4012 Computer Numerically Controlled Machine Tool Programmers, Metal and Plastic

<10 <10 N/a

51-4021 Extruding and Drawing Machine Setters, Operators, and Tenders, Metal and Plastic

21 16 (5)

51-4022 Forging Machine Setters, Operators, and Tenders, Metal and Plastic

<10 <10 N/a

51-4023 Rolling Machine Setters, Operators, and Tenders, Metal and Plastic

<10 <10 N/a

51-4031 Cutting, Punching, and Press Machine Setters, Operators, and Tenders, Metal and Plastic

57 47 (10)

51-4032 Drilling and Boring Machine Tool Setters, Operators, and Tenders, Metal and Plastic

<10 10 N/a

51-4033 Grinding, Lapping, Polishing, and Buffing Machine Tool Setters, Operators, and Tenders, Metal and Plastic

27 36 9

51-4034 Lathe and Turning Machine Tool Setters, Operators, and Tenders, Metal and Plastic

<10 15 N/a

51-4035 Milling and Planing Machine Setters, Operators, and Tenders, Metal and Plastic

<10 <10 N/a

51-4041 Machinists 68 130 62 51-4051 Metal-Refining Furnace Operators and Tenders 19 22 3 51-4052 Pourers and Casters, Metal 50 71 21 51-4061 Model Makers, Metal and Plastic <10 <10 N/a 51-4062 Patternmakers, Metal and Plastic <10 12 N/a 51-4071 Foundry Mold and Coremakers 27 38 11 51-4072 Molding, Coremaking, and Casting Machine Setters,

Operators, and Tenders, Metal and Plastic 90 131 41

51-4081 Multiple Machine Tool Setters, Operators, and Tenders, Metal and Plastic

28 27 (1)

51-4111 Tool and Die Makers 27 46 19 51-4121 Welders, Cutters, Solderers, and Brazers 124 93 (31) 51-4122 Welding, Soldering, and Brazing Machine Setters,

Operators, and Tenders 11 11 0

51-4191 Heat Treating Equipment Setters, Operators, and Tenders, Metal and Plastic

<10 <10 N/a

51-4192 Layout Workers, Metal and Plastic <10 <10 N/a

126

Boonslick Occupation Details SOC Description 2002 2015 Change 51-4193 Plating and Coating Machine Setters, Operators, and

Tenders, Metal and Plastic <10 16 N/a

51-4194 Tool Grinders, Filers, and Sharpeners <10 <10 N/a 51-4199 Metal Workers and Plastic Workers, All Other <10 <10 N/a 51-5111 Prepress Technicians and Workers <10 <10 N/a 51-5112 Printing Press Operators 29 52 23 51-5113 Print Binding and Finishing Workers <10 13 N/a 51-6011 Laundry and Dry-Cleaning Workers 34 27 (7) 51-6021 Pressers, Textile, Garment, and Related Materials <10 <10 N/a 51-6031 Sewing Machine Operators 89 24 (65) 51-6041 Shoe and Leather Workers and Repairers 21 <10 N/a 51-6042 Shoe Machine Operators and Tenders 13 0 (13) 51-6051 Sewers, Hand 11 <10 N/a 51-6052 Tailors, Dressmakers, and Custom Sewers 41 37 (4) 51-6061 Textile Bleaching and Dyeing Machine Operators and

Tenders 0 0 0

51-6062 Textile Cutting Machine Setters, Operators, and Tenders

<10 <10 N/a

51-6063 Textile Knitting and Weaving Machine Setters, Operators, and Tenders

<10 <10 N/a

51-6064 Textile Winding, Twisting, and Drawing Out Machine Setters, Operators, and Tenders

<10 <10 N/a

51-6091 Extruding and Forming Machine Setters, Operators, and Tenders, Synthetic and Glass Fibers

<10 <10 N/a

51-6092 Fabric and Apparel Patternmakers <10 <10 N/a 51-6093 Upholsterers 70 21 (49) 51-6099 Textile, Apparel, and Furnishings Workers, All Other <10 13 N/a 51-7011 Cabinetmakers and Bench Carpenters 112 42 (70) 51-7021 Furniture Finishers 23 <10 N/a 51-7031 Model Makers, Wood <10 <10 N/a 51-7032 Patternmakers, Wood <10 <10 N/a 51-7041 Sawing Machine Setters, Operators, and Tenders,

Wood 50 47 (3)

51-7042 Woodworking Machine Setters, Operators, and Tenders, Except Sawing

48 37 (11)

51-7099 Woodworkers, All Other <10 <10 N/a 51-8011 Nuclear Power Reactor Operators <10 <10 N/a 51-8012 Power Distributors and Dispatchers <10 <10 N/a 51-8013 Power Plant Operators 16 16 0 51-8021 Stationary Engineers and Boiler Operators <10 <10 N/a 51-8031 Water and Wastewater Treatment Plant and System

Operators 43 47 4

51-8091 Chemical Plant and System Operators <10 <10 N/a 51-8092 Gas Plant Operators <10 <10 N/a 51-8093 Petroleum Pump System Operators, Refinery

Operators, and Gaugers <10 <10 N/a

127

Boonslick Occupation Details SOC Description 2002 2015 Change 51-8099 Plant and System Operators, All Other <10 <10 N/a 51-9011 Chemical Equipment Operators and Tenders <10 <10 N/a 51-9012 Separating, Filtering, Clarifying, Precipitating, and Still

Machine Setters, Operators, and Tenders <10 10 N/a

51-9021 Crushing, Grinding, and Polishing Machine Setters, Operators, and Tenders

21 20 (1)

51-9022 Grinding and Polishing Workers, Hand 21 24 3 51-9023 Mixing and Blending Machine Setters, Operators, and

Tenders 22 23 1

51-9031 Cutters and Trimmers, Hand <10 <10 N/a 51-9032 Cutting and Slicing Machine Setters, Operators, and

Tenders 33 27 (6)

51-9041 Extruding, Forming, Pressing, and Compacting Machine Setters, Operators, and Tenders

14 11 (3)

51-9051 Furnace, Kiln, Oven, Drier, and Kettle Operators and Tenders

11 <10 N/a

51-9061 Inspectors, Testers, Sorters, Samplers, and Weighers 99 121 22 51-9071 Jewelers and Precious Stone and Metal Workers <10 14 N/a 51-9081 Dental Laboratory Technicians <10 <10 N/a 51-9082 Medical Appliance Technicians <10 0 N/a 51-9083 Ophthalmic Laboratory Technicians <10 <10 N/a 51-9111 Packaging and Filling Machine Operators and Tenders 59 92 33 51-9121 Coating, Painting, and Spraying Machine Setters,

Operators, and Tenders 21 18 (3)

51-9122 Painters, Transportation Equipment 20 15 (5) 51-9123 Painting, Coating, and Decorating Workers 14 <10 N/a 51-9141 Semiconductor Processors <10 <10 N/a 51-9151 Photographic Process Workers and Processing

Machine Operators <10 <10 N/a

51-9191 Adhesive Bonding Machine Operators and Tenders <10 <10 N/a 51-9192 Cleaning, Washing, and Metal Pickling Equipment

Operators and Tenders <10 <10 N/a

51-9193 Cooling & Freezing Equipment Operators & Tenders <10 <10 N/a 51-9194 Etchers and Engravers <10 <10 N/a 51-9195 Molders, Shapers, & Casters, Except Metal & Plastic 21 22 1 51-9196 Paper Goods Machine Setters, Operators, &Tenders 33 18 (15) 51-9197 Tire Builders 0 0 0 51-9198 Helpers--Production Workers 115 129 14 51-9199 Production Workers, All Other 38 43 5 53-1011 Aircraft Cargo Handling Supervisors 0 <10 N/a 53-1021 First-Line Supervisors of Helpers, Laborers, and

Material Movers, Hand 26 30 4

53-1031 First-Line Supervisors of Transportation and Material-Moving Machine and Vehicle Operators

39 36 (3)

128

Boonslick Occupation Details SOC Description 2002 2015 Change 53-2011 Airline Pilots, Copilots, and Flight Engineers <10 <10 N/a 53-2012 Commercial Pilots <10 <10 N/a 53-2021 Air Traffic Controllers 0 <10 N/a 53-2022 Airfield Operations Specialists <10 <10 N/a 53-2031 Flight Attendants 0 0 0 53-3011 Ambulance Drivers and Attendants, Except Emergency

Medical Technicians <10 <10 N/a

53-3021 Bus Drivers, Transit and Intercity 24 26 2 53-3022 Bus Drivers, School or Special Client 97 104 7 53-3031 Driver/Sales Workers 60 59 (1) 53-3032 Heavy and Tractor-Trailer Truck Drivers 965 892 (73) 53-3033 Light Truck or Delivery Services Drivers 138 142 4 53-3041 Taxi Drivers and Chauffeurs 27 31 4 53-3099 Motor Vehicle Operators, All Other 11 13 2 53-4011 Locomotive Engineers <10 <10 N/a 53-4012 Locomotive Firers <10 0 N/a 53-4013 Rail Yard Engineers, Dinkey Operators, and Hostlers <10 <10 N/a 53-4021 Railroad Brake, Signal, and Switch Operators <10 <10 N/a 53-4031 Railroad Conductors and Yardmasters <10 <10 N/a 53-4041 Subway and Streetcar Operators <10 <10 N/a 53-4099 Rail Transportation Workers, All Other <10 <10 N/a 53-5011 Sailors and Marine Oilers <10 <10 N/a 53-5021 Captains, Mates, and Pilots of Water Vessels <10 <10 N/a 53-5022 Motorboat Operators <10 <10 N/a 53-5031 Ship Engineers 0 0 0 53-6011 Bridge and Lock Tenders 0 0 0 53-6021 Parking Lot Attendants <10 <10 N/a 53-6031 Automotive and Watercraft Service Attendants 19 19 0 53-6041 Traffic Technicians <10 <10 N/a 53-6051 Transportation Inspectors <10 <10 N/a 53-6061 Transportation Attendants, Except Flight Attendants <10 <10 N/a 53-6099 Transportation Workers, All Other <10 <10 N/a 53-7011 Conveyor Operators and Tenders 28 29 1 53-7021 Crane and Tower Operators <10 <10 N/a 53-7031 Dredge Operators <10 <10 N/a 53-7032 Excavating and Loading Machine and Dragline

Operators 32 29 (3)

53-7033 Loading Machine Operators, Underground Mining <10 <10 N/a 53-7041 Hoist and Winch Operators <10 <10 N/a 53-7051 Industrial Truck and Tractor Operators 96 109 13 53-7061 Cleaners of Vehicles and Equipment 76 93 17 53-7062 Laborers & Freight, Stock, & Material Movers, Hand 341 431 90 53-7063 Machine Feeders and Offbearers 24 27 3 53-7064 Packers and Packagers, Hand 75 91 16 53-7071 Gas Compressor & Gas Pumping Station Operators 0 0 0

129

Boonslick Occupation Details SOC Description 2002 2015 Change 53-7072 Pump Operators, Except Wellhead Pumpers <10 <10 N/a 53-7073 Wellhead Pumpers <10 0 N/a 53-7081 Refuse and Recyclable Material Collectors 17 18 1 53-7111 Mine Shuttle Car Operators 0 0 0 53-7121 Tank Car, Truck, and Ship Loaders <10 <10 N/a 53-7199 Material Moving Workers, All Other <10 <10 N/a 55-9999 Military occupations 315 361 46 99-9999 Unclassified Occupation 48 22 (26)

130

Appendix VI - Innovation Index

Boonslick RPC - Human Capital - Innovation Index Source: statsamerica.org

Human Capital

% of Adult Pop. w. some College or Associate’s Degree (2012)

% of Adult Pop. w. Bachelor’s Degree or Higher (2012)

% Change in Young Adult Pop. (1997-2012)

Ave, High-Tech Employment Share (1997-2012)

Tech-based Knowledge Occupation Share (2011)

Lincoln 78.6 32.1% 14.2% 1.5% 1.3% 10.2% Montgomery 60.2 27.7% 12.6% -1.4% 0.4% 9.9% Warren 79.6 32.7% 17.2% 0.9% 0.8% 11.8% Rural MO 72.7 30.1% 16.3% -0.6% 1.5% 10.5% Missouri 93.4 31.8% 28.0% -0.5% 3.7% 12.0% U.S. 100 30.6% 30.2% -0.2% 4.7% 12.2%

Boonslick - Economic Dynamics - Innovation Index

Source: statsamerica.org Economic

Dynamics Ave. VC Invest. per $10,000 GDP (2005-2012)

Broadband Density (2012)

Ave. Annual % Change in Broadband Providers (2000-2012)

Ave. Estab. Churn (1999-2009)

Ave. Small Estab. per 10,000 Workers (1997-2011)

Ave. Large Estab. per 10,000 Workers (1997-2011)

Lincoln 85.9 $0.00 700 12.5% 78.7% 490.2 0.42 Montgomery 74.1 $0.00 500 14.9% 67.5% 488.2 0.00

Warren 89.2 $0.00 700 12.5% 77.7% 516.5 0.66 Rural MO 82.6 $0.29 509 14.2% 73.8% 432.8 0.71 Missouri 91.0 $3.69 700 19.3% 76.1% 367.1 1.15 U.S. 100 $39.92 700 23.2% 76.4% 371.6 1.08

Boonslick RPC - Productivity & Employment- Innovation Index

Source: statsamerica.org Productivity

& Employment

% Change in High-tech Emp. Share (1997-2012)

Job Growth-to-Population Growth Ratio (1997-2011)*

GDP per Worker (2011)

% Change in GDP per Worker (1997-2011)

Ave. Patents per 1,000 Workers (1997-2011)

Lincoln 67.7 -6.3% 0.23 $46,045 0.70% 0.16 Montgomery 63.8 -4.1% -1.46 $45,651 -0.10% 0.02

Warren 84.3 2% 0.08 $51,789 0.50% 0.20 Rural MO 83.5 4.3% 0.17 $53,690 0.80% 0.10 Missouri 79.8 0.5% 0.28 $62,193 0.60% 0.23 U.S. 100 -0.1% 0.49 $74,540 1.10% 0.50

131

Boonslick RPC - Economic Well-Being— Innovation Index Source: statsamerica.org

Economic Well-Being

Poverty Rate, 3-year Ave. (2010-2012)

Unemp. Rate, 3 year Ave. (2010-2012

Ave. Net Internal Migration Rate/10,000 Residents (2000-2012)

%Change in Per Capita Personal Income (1997-2012)

%Change in Ave. Wage and Salary Earnings (1997-2011)

%Change in Ave. Proprietors Income (1997-2011)

Lincoln 103.2 12.2% 10.1% 182.4 3% 3.5%

0.1%

Montgomery 93.2 17.1% 9.7% -34.6 2.7% 3.3% -1.4%

Warren 99.7 12.9% 9.2% 138.8 2.6% 3.2% 0.1% Rural MO 100.3 19.4% 8.6% 2.5 3.7% 3.3% 1.6%

Missouri 98.5 15.8% 8.3% 1.9 3.4% 3.1% 1.4% U.S. 100 15.7% 8.9% 0.0 3.6% 3.4% 0.9%

132

The table below contains a list of the counties considered rural in Missouri.

Rural Counties in Missouri

Adair County Howard County Phelps County Atchison County Howell County Pike County Audrain County Iron County Pulaski County Barry County Johnson County Putnam County Barton County Knox County Ralls County Benton County Laclede County Randolph County Butler County Lawrence County Reynolds County Camden County Lewis County Ripley County Carroll County Linn County St. Clair County

Carter County Livingston County Ste. Genevieve County Cedar County Macon County St. Francois County Chariton County Madison County Saline County Clark County Maries County Schuyler County Cooper County Marion County Scotland County Crawford County Mercer County Scott County Dade County Miller County Shannon County Daviess County Mississippi County Shelby County Dent County Monroe County Stoddard County Douglas County Montgomery County Stone County Dunklin County Morgan County Sullivan County Gasconade County New Madrid County Taney County Gentry County Nodaway County Texas County Grundy County Oregon County Vernon County Harrison County Ozark County Washington County Henry County Pemiscot County Wayne County Hickory County Perry County Worth County Holt County Pettis County Wright County

133

Sources American Economic Development Institute (2014), “Pollina Corporate Top 10 Pro-Business

States for 2014” – http://aedi.us/data/documents/Monograph-AEDI-Pollina-Corporate-Full-Report-of-Top-10-Pro-Business-States-for-2014.pdf

Bureau of Labor Statistics www.bls.gov Edward Lowe Foundation www.youreconomy.org Haltiwanger, John, Jarmin, Ron, and Miranada, Javier (2013) - Who Creates Jobs? Small

Versus Large Versus Young, The Review of Economics and Statistics

Indiana Business Research Center www.statsamerica.org Kauffman Foundation (2015) - Guidelines for Local and State Governments to Promote Entrepreneurship.

http://www.kauffman.org/~/media/kauffman_org/research%20reports%20and%20covers/2015/03/government_guideline_report.pdf

Macke, Donald, Markley, Deborach, and Fulwider, John (2014) - Energizing Entrepreneurial

Communities A Pathway to Prosperity, Center for Rural Entrepreneurship NACo, National Association of Counties (2014). Strong Economies, Resilient Counties.

http://www.naco.org/newsroom/pubs/Documents/Infastructure%20and%20Sustainability/Strong%20Economies_RURAL%20case%20studies.pdf

Office of Missouri Governor, Jay Nixon (2014), “Gov. Nixon congratulates the Missouri

Department of Economic Development on being named the best economic development agency in the country” - http://gov.mo.gov/news/archive/gov-nixon-congratulates-missouri-department-economic-development-being-named-best

Porter, Michael (1990), The Competitive Advantage of Nations. Scruggs and Associates (2010). The Role of Equity Capital in Rural Communities. Ford

Foundation. http://www.yellowwood.org/the-role-of-equity-in-rural-communities-resource.html

Stapleton, James (2012) - Transforming Community Economies, Delta Regional Authority TechShop (2015) www.techshop.com U.S. Census www.census.gov U.S. Cluster Mapping www.clustermapping.us

Prepared For Prepared By: Southeast Missouri State University · Executive Summary In recent years,...

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